Jamestown BrandPrint

Transcription

Jamestown BrandPrint
BrandPrint™ Final Report
September 20, 2010
This report was prepared for the New York State Department of State with
funds provided under Title 11 of the Environmental Protection Fund.
North Star Destination Strategies
September 20, 2010
TABLE OF CONTENTS
() Indicates a correlating appendix.
() Indicates additional rich content on the Final BrandPrint CD.
INTRODUCTION
About North Star Destination Strategies
About the BrandPrint Process
5
5
5
EXECUTIVE SUMMARY
BRANDING PARTNERS
SUMMARY
STRATEGIC BRAND PLATFORM
IMAGINATION
6
6
7
8
8
UNDERSTANDING
WHERE THE BRAND HAS BEEN & WHY
IN-MARKET STUDY & PERCEPTION STUDY
Purpose, Methodology & Results
10
10
11
11
INSIGHTS
WHERE THE BRAND SHOULD BE
INSIGHTS ABOUT JAMESTOWN
JAMESTOWN BRAND PLATFORM
17
17
18
22
IMAGINATION ()
WHAT WILL GET US THERE?
CREATIVE EXPRESSIONS OF THE BRAND
Credo Copy & Descriptive Vocabulary
Strapline & Recommended Logos
Tourism Ad
Image Ad
Economic Development Ads
Tourism – Small Space Ads
Bus Stop Poster
Visitor’s Guide
Website Hub Page
Economic Development Folder
Stationery
Entryway Signage
Wayfinding Signage
Pole Banners
Outdoor Boards
Crosswalk
25
25
26
27
28
29
30
31
33
34
35
36
37
38
39
40
41
42
43
Jamestown, NY BrandPrint | North Star Destination Strategies
2 of 195
Construction Fence
Bandshell
Merchandise
BRANDMAP STRATEGIC PLAN
PUTTING THE BRAND TO WORK
OVERVIEW of BrandMAP
Key Insights & Brand Platform
Creative Expressions of the Brand
Implementation Strategies
Outline of Objectives
List of Tactics
Budget Estimates
OBJECTIVES & TACTICS
OBJECTIVE I: Establish an organizational structure for promoting and developing the brand
OBJECTIVE II: Establish the brand as a priority for the Brand Management Team/Attractor
employees, properties, and programs
OBJECTIVE III: Establish partnerships with the private sector to move the brand into the business
community
OBJECTIVE IV: Use the brand to increase the impact of Jamestown’s Attractors
OBJECTIVE V: Instill the Jamestown brand into community life and infrastructure
OBJECTIVE VI: Jump start community morale by involving Jamestown residents in the brand
experience
OBECTIVE VII: Instill the new brand into the communications of the City of Jamestown, Attractors
and affiliated programs
OBJECTIVE VIII: Enrich and enliven downtown Jamestown
OBJECTIVE IX: Attract and retain businesses using the brand as a rallying cry
OBJECTIVE X: Attract and retain college graduates using the brand
OBJECTIVE XI: Embrace your role as a regional leader
OBJECTIVE XII: Improve the external image of Jamestown
TIMEFRAME FOR COMPLETION
EVALUATION
HOW IS THE BRAND PERFORMING?
JAMESTOWN TAPESTRY PROFILE STUDY
Purpose, Methodology
ESRI ECONOMIC OPPORTUNITY ANALYSIS
JAMESTOWN COMMUNITY BRAND BAROMETER
JAMESTOWN ONLINE COMMUNITY-WIDE SURVEY
CONSUMER AWARENESS AND PERCEPTION STUDY (CAP STUDY)
43
44
45
46
46
47
48
50
51
56
58
61
62
62
73
81
86
92
110
120
133
150
166
172
178
183
188
188
189
190
191
192
193
3 of 195
BUSINESS AWARENESS AND DEVELOPMENT STUDY (BDAP STUDY)
194
JAMESTOWN RETURN ON MARKETING INVESTMENT
195
APPENDIX A: TRADEMARK SEARCH
APPENDIX B: BRAND AND MARKETING MANAGER JOB
DESCRIPTION
APPENDIX C: NOVA SCOTIA’S BIG BRAND BOOK
APPENDIX D: BRAND INITIATIVE GROUP CHART
APPENDIX E: POTENTIAL MARKET JAMESTOWN PARTNERSHIP
MEMBER WORKSHEET
APPENDIX F: SAMPLE BRAND CHARTER
APPENDIX G: “PSYCHOLOGY OF A POP-UP” ARTICLE
APPENDIX H: AREA AND OUTDOOR BOARD PRICING
APPENDIX I: LANSING NEWSLETTER
APPENDIX J: NEW MEDIA COORDINATOR JOB DESCRIPTION
APPENDIX K: BIBLIOGRAPHY OF SOCIAL MEDIA WHITE
PAPERS
APPENDIX L: ARTICLE ON REVITALIZING PUBLIC SPACE
APPENDIX M: ECONOMIC IMPACT STUDY ON SPECIAL EVENTS
APPENIDX N: CHARM TRAIL BROCHURE
APPENDIX O: NASHVILLE BRAND CHAMPION WEBSITE
APPENDIX P: ECONOMIC DEVELOPMENT COMMUNITY
ASSESSMENT
APPENDIX Q: RECRUITING RETAIL DEVELOPMENT STUDY
APPENDIX R: SAMPLE ECONOMIC DEVELOPMENT E-BLAST
APPENDIX S: DETAILED TIMING OF TACTICS WORKSHEET
APPENDIX T: COMMUNITY BRAND BAROMETER STUDY
APPENDIX U: CONSUMER AND AWARENESS PERCEPTION
STUDY
APPENDIX V: BRAND IMPLEMENTATION BUDGET
APPENDIX W: LIST OF LINKED RESOURCES
APPENDIX X: GRAPHIC STANDARDS
4 of 195
INTRODUCTION
ABOUT NORTH STAR DESTINATION STRATEGIES
ABOUT NORTH STAR DESTINATION STRATEGIES
North Star Destination Strategies comprises over two dozen talented individuals dedicated to
growing community brands through integrated marketing solutions. In fact, North Star is the
only branding company to offer communities a combination of research, strategy, creativity and
action. This process – called Community BrandPrint™ – provides direction for the
community's brand development, like a blueprint guides the construction of a home. And just
like a blueprint, the priorities and targets of each Community BrandPrint™ are stated in clear
and unambiguous language. The resulting brand personality is as revealing as an individual's
fingerprint, and just as unique.
ABOUT THE BRANDPRINT PROCESS
Through the Community BrandPrint™ process, North Star determines Jamestown’s most
relevant and distinct promise. From that promise, we create a strategic platform intended to
generate a brand position in the minds of residents, visitors and businesses. We then develop
powerful a Brand Identity Package (creative expressions), which reinforces the positioning and
ensures brand equity and growth. North Star also developed a BrandMAP for Jamestown, a
strategic plan for brand implementation full of powerful Brand Action Ideas and
recommendations.
The BrandPrint process is divided into four stages: Understanding, Insights, Imagination and
Evaluation.
5 of 195
EXECUTIVE SUMMARY
BRANDING PARTNERS:
The Downtown Jamestown Development Corporation (DJDC) contracted with North Star
Destination Strategies on behalf of a group of stakeholders in the City of Jamestown to
determine and define the area’s true, unique and relevant brand position that will help the
community stand out in the marketplace. The Executive Summary represents a snapshot of the
critical highlights from the Jamestown BrandPrint process.
UNDERSTANDING (Research findings):
North Star’s process involves more than a dozen pieces of research to identify a community’s
differentiator or competitive identity. Prior to the North Star BrandPrint process for
Jamestown, research was completed on Chautauqua County including Jamestown. These
findings and recommendations were reviewed by North Star at the beginning of the process.
North Star proceeded to learn and understand more about the Jamestown community during
an In-Market visit and perception calls with key stakeholders in the Jamestown community. All
of the standard research instruments employed by North Star for the BrandPrint process were
not initiated for Jamestown due to the research already completed by the community.
North Star’s charge was to uncover a compelling and relevant brand for Jamestown that
complemented but was not limited to Chautauqua County’s brand as the World’s Learning
Center. In collaboration with the Attractor’s Group in Jamestown and other key stakeholders,
North Star determined a strategy for Jamestown to assert across all community assets to
implement an effective and meaningful brand.
Interviews and focus groups revealed the following about Jamestown:











Serves as the cultural and commercial center of Chautauqua County and surrounding area
Offers the greatest concentration of year-round learning assets and opportunities in the County
Has an engaged group of Attractors leading the branding effort supported by non-profits
focused on economic and downtown development
Suffers from low self esteem and a lack of community pride
Does not offer a clean, manicured city appearance (including weak housing stock)
Lacks density of professional positions
Encumbered with high tax burden
City is not perceived to be business friendly or supportive of organizations in Jamestown
Lacks effective marketing, promotions, and public relations
Developing an increasing creative class and young entrepreneurs downtown
Presents a growing music, dining and art scene downtown
6 of 195
SUMMARY (Conclusions based on research)
Jamestown, New York, is a charming city nestled between Lake Erie and the Allegheny National
Forest near Chautauqua Lake in the County of the same name. This small hamlet in western
New York has had a significant impact on the world with personalities and products. It is the
hometown of both the Crescent wrench and Lucille Ball. Supreme Court Justice Robert
Jackson, naturalist Roger Tory Peterson, and alternative music’s 10,000 Maniacs all hail from the
city. The city has a rich history in inventions, discovery, and creativity with a built-in laugh
track (sense of humor) and musical soundtrack (focus on arts and music).
Jamestown’s strengths and opportunities outweigh its weaknesses and threats. The City offers
a distinct year-round experience for residents and visitors; it also provides businesses and
entrepreneurs accessible avenues of opportunity with an educated, skilled workforce and
enviable position as the commercial center for the County and region.
While Chautauqua County has adopted a brand as the World’s Learning Center based on a
9-week summer season at the Chautauqua Institute, Jamestown holds the distinction as the
place with the most year-round learning assets. The Attractors group all present experiential
education and interactive tourism.
Jamestown also nurtures its youth with great schools, compelling programming, and its focus on
learning. Creativity and intellectual curiosity are encouraged and reinforced in this supportive
community.
In recent decades, Jamestown suffered losses with economic downturns and a steady brain
drain. The City is experiencing a resurgence downtown with young entrepreneurs, artists, and
musicians. This emerging creative class will likely continue with proper initiatives like the Urban
Design Plan and an increasingly urban vibe downtown. Members of the creative class
communicate often, and word of mouth is rapid. Sharing this growth with audiences in nearby
major markets will elevate the knowledge economy in Jamestown. The city offers much of
what that demographic seeks: authenticity, green space, distinct neighborhoods, and a growing
laptop workforce.
Despite the assets and opportunities available in Jamestown today, residents suffer from low
self esteem and an inferiority complex. Community pride initiatives must be an early priority for
Jamestown to achieve its preferred future. If visitors and prospects experience negativity upon
their visit, they will not return.
Research regularly revealed a deficit of marketing, promotions, and public relations.
Jamestown’s position as the cultural and commercial hub of the region where knowledge and
laughter are equally valued is particularly attractive for exurbanites. Jamestown needs to assert
itself as a regional hub (internally and externally) and resist being classified as a shy neighbor.
Jamestown has much to be proud of. It must engage broad audiences about the fun,
excitement, and opportunity in Jamestown. Jamestown must be passionate about its future, and
the City, organizations, the private sector and residents must rally around that charge.
7 of 195
STRATEGIC BRAND PLATFORM:
North Star funnels these strategic insights for the brand into a single sentence, the brand
platform. The brand platform is used as a filter for the formation of creative concepts and
implementation initiatives. All communications, actions and product development should
connect to the essence of this relevant and defining statement.
Target Audience:
For those interested in an urban vibe and an accessible
creative center,
Frame-of-Reference:
Jamestown is a year-round hub for recreation,
productivity, culture and curiosity centrally located
between Cleveland, Pittsburgh, Buffalo and Toronto
Point-of-Difference:
with passions for learning and laughter
Benefit:
that tickle the senses and engage the mind.
IMAGINATION (Creative Ideas for Building the Brand):
The brand platform serves as a guide for the positioning of the Jamestown brand. From this
statement, a creative concept is born; a concept that aligns creative treatments of the brand in
a variety of communication mediums and action ideas.
The creative concept developed by North Star is based on the approved brand platform
positioning Jamestown as the region’s cultural and commercial hub where knowledge and
learning fuel economic development and discovery, all with a comfortable, entertaining sense of
humor.
The concept draws inspiration from laughter and a famous redhead; the area’s scenic beauty;
the City’s legacy of invention, discovery and creative thought; its convenient location; and
knowledge as a personal pursuit and economic development driver in the new economy.
8 of 195
LOGO AND STRAPLINE
“Up Close and Wonderful”
SAMPLE CREATIVE DELIVERABLES
9 of 195
UNDERSTANDING
WHERE THE BRAND HAS BEEN AND WHY
This stage addresses the community’s current brand positioning. We assess the perceptions of
residents and stakeholders and review communication and research planning materials
currently existing for Jamestown and organizations therein. These conversations and material
audits guide the analysis of Jamestown’s branding situation.
Several research elements are initiated in this phase.





Situational Analysis
Planning Review
Communications Audit
In-Market Visit
o Familiarization Tour
o Stakeholder Interviews
o Focus Groups
o Intercept Interviews
Stakeholder Perception Study (phone interviews)
10 of 195
IN-MARKET STUDY AND PERCEPTION STUDY
Purpose
The purpose of the In-Market and Perception Studies is to gain understanding of the
perceptions and attitudes of Jamestown residents and stakeholders towards their community
and to experience first-hand what makes it a unique destination for visitors, residents and
businesses.
Methodology & Results
The following summary reflects observations and input received during the North Star
Destination Strategies In-Market visit from June 15-18, 2009. The information is not meant to
be all-inclusive, but rather highlight the most common themes experienced on the trip. This
includes an area FAM tour, stakeholder focus groups, stakeholder one-on-one interviews and
one-on-one outsider intercept interviews. North Star continued to gather resident and
stakeholder perceptions after the In-Market visit through the Perception Study
(phone interviews).
MATERIALS REVIEWED:
Reviewed as part of the Research & Materials Audit, prior to the In-Market Study
Jamestown
• DDI Chautauqua County Branding Recommendations
• City of Jamestown Urban Design Plan brochure
• Jamestown Urban Design Plan and Design Guidelines Executive Summary
• Roger Tory Peterson Institute of Natural History Flyer
• Audubon Center and Sanctuary Scandinavian Folk Festival Flyer
• Around Town Booklet
• Robert H. Jackson Center pamphlets
• Reg Lenna Civic Center materials
• Lucille Ball Desi Arnaz Center brochures
• Discover Jamestown Information Booklet
• Downtown Jamestown Development Corporation 2007 Annual Report
• The Discoverer
• Discover Jamestown brochure
• Jamestown New York History brochure
11 of 195
•
•
•
•
•
Robert H. Jackson hardcover book
Downtown Jamestown Farmers Market brochure
City of Jamestown CDs: Urban Design Plan, Comprehensive Plan, Traffic & Streetscape
Jamestown Community College Weeks Gallery brochures
Jamestown Concert Association
Chautauqua County
• Tourism Economics Summary
• Chautauqua County Visitors Bureau Conversion and
Marketing Survey
• Chautauqua County Visitors Guide
• Business Builder Source Book 2009
• Explore the Value and Power of Chamber Membership
• Report for cccc.worldwebdex.com
• The Voice
• Enhancement Plan
• Arts Council for Chautauqua County
promotional posters
• Chautauqua Brand Identity Standards Manual
January 2009
• Chautauqua Chamber Profile
• Chautauqua County Visitors Bureau materials
• Southern Tier Bein Nail 2009 booklet
New York State
• New York State Getaway Guide
• Niagara USA travel guide
• Lake Erie travel guide 2009
• Allegheny County travel guide
Chautauqua County Brand
(current situation in Summer 2009)
• Destination Development Inc. produced a 2008
branding study for Chautauqua County
• While many communities were included, the
focus became the Chautauqua Institution and the
9 week summer season of workshops, classes,
lectures, and performances
• DDI recommended the County be positioned as
the ―World’s Learning Center‖
• Highly educated affluent travelers from the NE
and Eastern seaboard are DDI’s recommended
target audience
12 of 195
•
•
•
DDI suggested Jamestown should be the Comedy Capital or Birding Capital of the NE
DDI recommended that Dunkirk could be the SCUBA diving center of Lake Erie, that
Bemus Point focus on crafts, that Mayville become a culinary center, and that Fredonia
be positioned as the college town in the county.
The CCVB is beginning to educate partners about the brand before a launch.
MOST-MENTIONED ASSETS:
Organizations
• Jamestown Community College
• Great school system
• Generous foundations
o Gebbie Foundation
o Jamestown Renaissance Corporation (Urban Design Plan)
• Chautauqua County Arts Council
• Infinity Performing Arts and youth programs
• Churches
Geography
• Water resources
• Beautiful landscapes; year-round area playground
• Proximity to Chautauqua Institution and Lake
• Chadakoin Riverfront
• Great parks and sports fields
• Mild climate
Quality of Life
• Low crime; safety
• Affordable housing
• Public art
• WiFi downtown
Tourism
• Lucy–Desi Center
• Roger Tory Peterson Institute
• Robert H. Jackson Center
• Audubon Center and Sanctuary
• Fenton History Center
• Ice Arena: gymnastics, ice skating, semi-pro sports
• Events (incl Gus Macker 3 on 3, Lucy-Desi Days)
• Best Little Golf Town in America (Golf Digest)
• Reg Lenna Civic Center and downtown theaters
• Burgeoning music scene
• National and regional sports competitions
• Historic downtown; architecture; brick streets
13 of 195
Business
• Cummins Engine
• Highly skilled workforce
• Affordable studio and business space
• Young entrepreneurs: Forte Restaurant, Suburban Blend (skate)
• Market rate housing downtown
• Women’s Christian Association Hospital
MOST-MENTIONED CHALLENGES:
People
• Declining population; aging population
• Low literacy and graduation rates
• Closed community; too parochial
• Negative attitudes; aversion to change
• Brain drain; perception of no opportunity
Economics
• Bad economy; loss of jobs; poverty
• High tax burden
• Few high paying, white collar jobs
• Competition more aggressive (ECD)
• Unions perceived as roadblock to industry
• High gas prices
Tourism
• No support from City; undervalued
• No shopping, restaurants, or entertainment
• Summer tourists only at Lake
• Jamestown is not user friendly
• No promotion and marketing of assets and events
Government/Organizations
• Poor relations between City, County, and Chamber
• Passive approach to ECD
• Protracted permitting
• No customer service from City
• Little support from Chamber
• No communication with residents
• Conflict between City and Gebbie Foundation
• Frustrating code enforcement
• Too much government (City, County and State)
• DJDC lacks focus
• County-based interests (CCVB, Chamber)
• Redundant organizations
• Poor snow removal
• Excessive parking violations
14 of 195
Downtown
• Vacancies
• Abandoned riverfront industry
• Lack of restaurants, retail, movies, entertainment (beyond theater and music), and basic
services (cards, flowers, pharmacy, grocery, medical)
• Perception as unsafe
• Poorly planned events
• No promotion and marketing
• Low income/subsidized housing
• Sharing staff and equipment with Chautauqua Institution in summer
• Poor public transport
• Perceived inconvenient, costly parking
• One-way streets with poor signage
• Poor wayfinding
• Bad store hours
• No stats on free events
City Appearance
• Poor housing stock
• Polluted waterways
MOST-MENTIONED OPPORTUNITIES:
Economic Development
• Praxair clean coal project
• Green technology interests
• Shale sideways drilling for natural gas
• Attract new economy firms; knowledge economy; and
studio economy
• Tech firms
• Advanced manufacturing: wind and auto
• Healthcare
• Field trips to successful cities
• JCC programs
Marketing and Promotion
• Public relations plan
• Cross promotion of assets
• Packaged offerings
• Make visiting and business with the City easy
• Short stay visitor promotions
• CCVB marketing of Jamestown
• Marketing in Cleveland, Toronto, Pittsburgh and Buffalo
15 of 195
Downtown
• Technology infrastructure
• Large scale events drawing commerce and
crowds
• Better and fewer events
• Be sure events further the brand strategy
• Train Station visitor center
• Juried art festival
• Music scene
• Entertainment density
• Pedestrian friendly downtown
• Brew pub
• Long-range plan
• Boutique businesses
• Fitness center/spa/yoga
• Furniture artisan studio/co-op celebrating history
• Further development of creative class
Outdoors
• Connect trail systems
• Year-round activities (particularly winter)
• Marathon with music; bike race
• Leverage waterways
• Golf range; baseball batting cages
• Fishing expeditions (packages)
Tourism
• Greater focus on tourism; leverage hub location
• Pro Golf tour
• Train Station Visitor Center downtown
• Digitel create avatar/virtual tour of Jamestown
• Expand comedy offerings into experiences
including performances, competitions, and
festivals (Lucy Improv at the Reg Lenna)
• Art and comedy as therapy
• Children’s Museum
• Add to entertainment core
• Shuttle people in and out for Jamestown and
Chautauqua assets
• Connect with Lily Dale Assembly
16 of 195
INSIGHTS
WHERE THE BRAND SHOULD BE
The Insights portion of this process comprises the emotional and subjective sparks – gleaned
from our intellectual and objective research – that point like a compass to the strategic position
that best supports Jamestown’s goals.
Jamestown’s primary goals include:








Identify a Jamestown brand and unique position that all Attractors can utilize and
promote for tourism in Jamestown
Develop an identity that advocates and furthers Jamestown’s position as a regional hub
Elevate downtown revitalization and economic development with attractive, compelling
messaging and programming recommendations
Enhance programs and plans in place like the Jamestown Renaissance Corporation’s
Urban Design Plan with consistent messaging
Present graphic design suggestions to be applied to future wayfinding efforts
Cultivate community pride and confidence while reversing Jamestown’s low self-esteem
Complement the Chautauqua County brand as the World’s Learning Center
Identify a common position that city and county officials as well as various organizations
can support and collaborate on to replace inter-organizational conflict.
With these objectives in mind, we need to focus the branding strategy in the markets that will
be most receptive to the brand communication. Furthermore, the brand strategy must
differentiate Jamestown from surrounding markets using a position that is relevant to its core
customer base. This differentiation must remain in keeping with the personality perceived by
stakeholders, visitors and prospective businesses alike.
Using the research gathered as fodder for thought, our insights come from asking a number of
provocative questions: What emotional attachments can the brand hold for the consumer?
How does the brand fit into his or her lifestyle? How can the brand best be used to redefine
perceptions? How can the brand stand out in the marketplace? These insights will become the
framework of our creativity on behalf of the brand.
17 of 195
INSIGHTS ABOUT JAMESTOWN
―When you look at the benefits gained from keeping your mind sharp, it’s incredible. An active
mind can stimulate physical activity and keep your spirits high. It’s an-all around fantastic tool
for better health.‖
- Nancy Merz Nordstrom
Jamestown is that location for better health surrounded by learning opportunities and the
positive results from the experience, personally and professionally.
A healthy community is enviable. Residents are proud; visitors are thrilled; and businesses are
productive.
Jamestown is achieving that regard and has foundational elements for that preferred future.
―Our forefathers found the evils of free thinking more to be endured than the evils of inquest
or suppression. This is because thoughtful, bold and independent minds are essential to the
wise and considered self-government.‖
- Robert H. Jackson
Rich History
 Jamestown is rich in history with an impressive cast of thinkers, performers, and
inventors
 Communities that value and embrace their history tend to attract innovative thinkers
that translate past achievements into future greatness
 Jamestown can boast numerous lifelong learners who have impacted the world like
Robert Jackson
 Jamestown offers more historical assets than other area communities drawing interest
from residents and visitors.
Focus on youth and education
 Jamestown has a strong educational and instructional focus. Beyond the density of
academic institutions, there is a distinct focus on youth development in sports, music,
art, and theater with programs like Infinity Performing Arts. Skills and talents are
nurtured here; youth and otherwise
 Raising children in an environment of curiosity prepares them for a preferred future,
whatever that passion and interest may be. The school system in Jamestown is a major
asset and attractor for potential residents
 A community can be measured by the success of its schools and youth. Jamestown is
creating natural leaders.
―Many people go through life as though they are wearing blinders. Their eyes are open, yet
they may see nothing of their wild associates. Their ears, attuned to motor cars and traffic,
seldom catch the music of nature, the singing of birds, frogs, or cricket, or the wind.‖
- Roger Tory Peterson
18 of 195
Experiential learning opportunities can bring Jamestown together
 Jamestown offers the greatest density of learning assets in the County
 Bringing the community together through these assets and their events provides the
opportunity for residents and visitors to interact and engage their diverse experiences
 Jamestown should encourage use of the natural assets like parks and the riverfront
where fresh air and exercise can open the senses
 All of Jamestown’s assets need to develop interactive experiences (like the Fenton) in
which people can discover something new. People want to be immersed in the
experience, so perhaps Lucy can teach comic timing through Vitameatavegamin
 Similar interests and concerns are discovered by bringing the community closer; all in
the name of fun and learning. In a city of great learning, it’s great to hear new friends
say ―Who knew?‖
Legacy of invention
 Places that are always asking questions and thinking of new ways to do things progress
farther and faster
 Jamestown certainly has such a legacy. Roger Tory Peterson not only changed
ornithological identification but impacted other scientific classification models and
beyond
 Creativity and innovation will always be the drivers of growth so cultivating such
thinking in Jamestown is vital
 The knowledge-based economy is a natural for the land of discovery in Jamestown.
Pursuing firms like Digitel where the meeting of the minds has gone virtual will be key to
a balanced business mix for Jamestown.
Emerging creative class
 Jamestown has an emerging creative class with the presence of young entrepreneurs and
artists downtown. Arts lead the new economy
 Jamestown has made great strides with its thorough, compelling Urban Design Plan.
Taking the spectacular structures of downtown and transforming them with the façade
program and residential development (with architectural standards) is a tremendous
plus for Jamestown. The creative class are drawn to places of authenticity like
Jamestown
 The sought-after creative class wants exciting, unique, urban spaces for work and living.
Developing an entertainment core downtown with dining (like Forte), retail, and
performances should continue as a focus
 Jamestown is demonstrating some agility in attracting this set. Creating a density of
retail and entertainment on lower floors with back office, data, or residential above will
serve as a magnet for Jamestown. Jamestown is the only urban downtown in the area
and should be positioned as a commercial center. There is power in that designation.
Low self esteem, community pride, few brand ambassadors
 All residents have a responsibility in building the community whether answering phones
at City Hall or engaging tourists on the way to work
19 of 195



Jamestown has a unique position in southwestern New York with its learning assets,
cultural offerings, and recreational opportunities. But there is some low self esteem
here. Residents need to believe in the enviable position of their community as rich in
history and opportunity. Residents must accept responsibility for their future
No other community comes close to the offerings Jamestown has. Residents are your
brand ambassadors. They have to know about the offerings, and they are a primary
audience for your messaging and implementation efforts particularly events. Make sure
your city and its assets are user-friendly from parking to messaging. And tell the story
louder and farther. Don’t be a secret or a shy neighbor
Make it easy to use downtown as a resident, visitor, or business.
―I’d rather regret the things I’ve done than regret the things I haven’t done.‖
- Lucille Ball
Regional leader
 Jamestown has a strong purpose as a regional leader
 The largest city in the County needs to embrace its rightful spot as the regional leader.
It needs the confidence to assert itself. There are more assets in Jamestown than
anywhere in the region. But Jamestown must be the regional leader for all of the
segments including learning
 To ignore this powerhouse position is to forfeit an advantage. While commercial
enterprises may have been located elsewhere, a stronger focus on drawing new business
will be important, particularly downtown. Jamestown should be the commercial center
of the region. Interest in a regional healthcare corridor is a great opportunity for
Jamestown
 Jamestown should also be a center for the outdoor pursuits surrounding it. The city
should be the central outfitter of greater value for the whole region. Jamestown should
be where you go for your gear before paying twice retail at the slope or the lake
 Be the leader. Do not surrender your position to a lesser town. And focus year-round.
Jamestown can be a winter wonderland. Pride, enthusiasm, and commerce will follow.
Economic development focus
 Jamestown is home to generous non-profits that enhance the quality of life in
Jamestown tremendously sometimes with global impact
 The hard work of your Attractors create a destination for learning and discovery that
should be enjoyed by more residents as well as the world. Promoting your experiential
assets will elevate your reputation
 Waterfront development and extending river access to the lake presents a wonderful
opportunity to connect natural assets
 Travel and tourism should not be a sole focus, but given the difficult tax structure in the
state and area, this segment can enhance the economic position of Jamestown and
should not be dismissed. A distinct visitors center would be a tremendous asset
 Connecting the compelling heritage into modern experiences needs focus
 A balanced approach to economic development for industry, tourism, and small business
will prove successful for Jamestown but each area deserves attention and funding.
20 of 195
―If you can laugh together, you can work together.‖
- Robert Orben
―Two things reduce prejudice: education and laughter.‖
- Dr. Laurence J. Peter
Chautauqua County brand: World’s Learning Center
 The County’s brand as the World’s Learning Center can be a great trumpet for
Jamestown. Great relationships with the Chautauqua Institution and CCVB are
important to Jamestown’s and the County’s future success.
 The Institution is eager to partner with Jamestown and will consider well organized
proposals for collaborative efforts. They are willing to cross-promote and drive traffic
to Jamestown.
 Jamestown should provide opportunities in the summer season to complement the
Institution rather than shying away during those weeks. There is room for both in the
summer. Otherwise sharing ALL resources for 9 weeks creates lost opportunities and
big disadvantages.
 Jamestown’s position as capital of the World’s Learning Center with the majority of
year-round assets only enhances the Institution’s position, especially in its off season.
 The City also needs to better engage with the County and area attractors.
Place of enrichment
 Jamestown offers so much to residents, visitors, and businesses.
 Goals and dreams are cultivated and attained here.
 With dedication, you can discover and develop your passion in Jamestown. You can
improve your health. You can raise kids in a nurturing, safe, supportive environment.
You can build a great product and share it with the world.
 Learning is not limited to workshops and classrooms. Residents and visitors can learn
to skate, build furniture, do improv, and much more.
 The opportunities available in Jamestown and the region share a common factor:
enrichment. And you can define what that is here.
 There is freedom to create and think with a supportive community that will share your
dream and see it realized.
―The important thing is not to stop questioning. Curiosity has its own reason for existing.‖
- Albert Einstein
21 of 195
STRATEGIC BRAND PLATFORM:
In collaboration with the branding team including the Attractors Group in Jamestown, North
Star identified the following strategic platform for the City of Jamestown. This is not meant as a
creative statement but a guiding principle for brand drivers in Jamestown that will serve as the
foundation upon which all creative and implementation efforts are built.
For those interested in an urban vibe and accessible creative center, Jamestown is a year-round
hub for recreation, productivity, culture and curiosity centrally located between Cleveland,
Pittsburgh, Buffalo, and Toronto with passions for learning and laughter that tickle the senses
and engage the mind.
The following rationale details how North Star arrived at its strategic recommendation
for Jamestown.
RATIONALE:
For those interested in an urban vibe and an accessible creative center,
• Jamestown is the largest city in Chautauqua County
• There is a distinct downtown with tall buildings, distinct architecture (including façade
program), entertainment venues, and urban lofts
• Jamestown is amassing a creative class
• Real estate prices are incredibly low
• There is an emerging music and art scene
• Many artists are inhabiting downtown studios and spaces
• Reg Lenna Center attracts theater and performing arts
• Young chefs have opened trendy eateries with great food
• Young entrepreneurs are creating an artistic and commercial density
• There is a growing rhythm to nightlife in Jamestown
• Jamestown offers blue-collar and refined cultural offerings from wrasslin’ to vigorous
theoretical legal debates to grunge music and fine dining
Jamestown is a year-round hub for recreation, productivity, culture and curiosity
centrally located between Cleveland, Pittsburgh, Buffalo, and Toronto
• Jamestown offers a convenient location as a commercial center for the County and
region as well as being within short drives of major metros
• Jamestown is home to the majority of the county’s knowledge-based assets
• Chautauqua Institution’s season is just 9 weeks in the summer
• The area has many outdoor pursuits including cross country skiing, downhill skiing, lake
and river water sports, fishing, ice fishing, hunting, hiking, rock climbing, cycling, etc.
amidst state and national forests.
• Location, riverfront development and its position as a regional hub are attractive for
exurbanites
• Jamestown presents sports and cultural events at the Ice Arena
• With the strong schools, innovative programs at JCC, non-profit programs for
youth in music, art, and sports, there is a natural curiosity among residents that
is fostered early on
22 of 195
•
•
•
The County gets significant traffic from Cleveland, Buffalo, Pittsburgh, and Toronto who
could find Jamestown just right for them.
Peterson and scientists/naturalists are by definition curious as are scholars and legal
minds like Jackson. Curiosity characterizes peoples’ pursuit of knowledge throughout
the County including programming from Jamestown Attractors.
Curiosity connects to the surprising or ironic contrasts available throughout Jamestown.
Established merchants vs. young entrepreneurs
Opera at the Lake vs. Wrasslin in Jamestown
New (vintage) facades vs. urban patina
Nuremburg Trials prosecutor/Supreme Court Justice vs. parade of red-headed Lucy’s
o Diverse interests for residents and visitors
o
o
o
o
•
Curiosity also encompasses the critical, innovative thought practiced by industrialists,
entrepreneurs, and artisans in the area
with passions for learning and laughter
• Learning may connote Chautauqua to some but Jamestown can stand alone for
experiential learning.
• Learning may seem very narrow but the inclusion of laughter signifies a more
approachable quality of life and a strong sense of community and engagement. Laughter
implies familiarity and comfort.
• All Jamestown attractors have an educational mission
• Known for great schools and access to higher education
• Innovative programs at JCC with significant financial support for scholars
• Knowledge and instruction are highly regarded and encouraged
• Home to Robert H. Jackson Center as an archive and active judicial center for legal
scholars
• Roger Tory Peterson is the greatest 20th century naturalist. And as a talented artist
created distinct field guides to birds, wildflowers and other flora and fauna, his system of
identification changed science and all –ologies. The Audubon Center is a wonderful
asset for families.
• Learning extends to the discovery of innovative ideas and business success
• Manufacturing and industrial history
• Numerous inventions and discoveries traced to Jamestown: Crescent wrench, 4-in-1
screwdriver, Activase pharmaceutical for heart attack victims, emulsion-ready photo
paper that became Kodak, first natural gas well, wringer-style washing machines, and
automatic voting machine
• New economy businesses like Digitel and its innovative use of technology for virtual
meetings of the minds have found a home in Jamestown
• Home to Lucille Ball and assets connected to her career; Former home to The Lucille
Ball Festival of New Comedy (ended in 90s)
• Fenton History Center offers local history and experiential programming
• The Ice Arena provides instruction in ice sports: hockey, ice skating, etc.
• History of artisans including furniture makers passing on knowledge through apprentices
• Arts Council of Chautauqua County teaching and encouraging artistic endeavors across
the county
• Infinity Performing Arts program
23 of 195
• Jamestown offers a wealth of experiences that stimulate the senses
• Birding and nature walks at RTPI
• Beautiful landscape and parks system
• Intellectual stimulation at the Jackson Center
• Witnessing history at the Fenton
• Laughing with Lucy
• Enjoying the clean air and water in outdoor pursuits
• Alternative music scene
• The music, sports, and arts of local youth programs
• With so many assets based on knowledge, arts, and discovery, it is no surprise that the
workforce is educated and productive: engines, furniture, and new technology
• In attracting creative class, Jamestown can be positioned as a place for industries of the
mind to engage and prosper and be regarded as fostering independent thought and
productivity.
• Jamestown was recognized as the country’s best golf region and it is a natural hub for
the outdoor pursuits and wonderful parks in the area.
• The sports and entertainment options at the Arena are extensive with hockey, skating,
and concerts
• There are great entertainment venues in downtown Jamestown for theater and music
including the Reg Lenna Center
• Jamestown has numerous events including Lucy-Desi days, Gus Macker 3-on-3, and
music events, and architecture/historical tours
24 of 195
E
IMAGINATION
WHAT WILL GET US THERE?
In this section, we discuss which elements of communication need to be created or altered –
and in what ways – to influence the responses and behavior of Jamestown’s various target
audiences toward its brand. A number of brand-shaping issues often must be confronted:
overall positioning, packaging, budget allocation, stakeholder participation, sponsorship
association, cooperative efforts and of course, advertising and promotions.
Several major initiatives occur at this point:



A logo and strapline are created
A Brand Identity is developed
Brand Action Ideas are developed (these will be introduced in Jamestown’s strategic
plan, which accompanies this report).
25 of 195
A Word about the Creative Expressions of the Brand
You are about to see several creative expressions that will help bring the Jamestown brand to
life. The creative expressions serve as ―guides‖ only – our recommended creative approach to
the brand – and do not represent finished work. Many communities choose to work with local
talent for the actual refinement and production of creative communication pieces. This allows
for true customization and also brings local perspective to the work.
How you choose to use these elements is up to you! You may choose to reproduce the work
exactly as shown, or take the ―seed idea‖ in a different direction. Whatever you choose to do,
we encourage you to turn the ideas outlined here into reality and connect your residents,
visitors and businesses to the Jamestown brand.
All creative files are included in the attached Final BrandPrint CD. Also, the Jamestown Graphic
Standards Guide is attached as Appendix X to this report. In addition, North Star has
included two copies of the Jamestown Final Logo CD for distribution to vendors or anyone
requesting a copy of your logo.
The Up Close and Wonderful concept is represented in the following creative expressions to
position the community as a convenient location for entrepreneurs and business growth as well
as fun, experiential tourism offerings. The color palette includes colorful shades evoking a
sense of fun and deeper tones that reflect the more serious, intellectual, and analytical qualities
of Jamestown.
The Jamestown logo represents the passions for learning and laughter with the contained
symmetry of a rectangular frame and a classic typestyle treated in a playful manner. The simple
nature of the logo lends itself well to use in a wide variety of signage, which is critical in bringing
a brand to life. The logo is easily read and will work well across a range of mediums; it is also
versatile and easily customized for use by public and private sector organizations.
Jamestown’s new strapline invites the visitor, prospect, or neighbor to look closer and discover
the wonderful aspects of the Jamestown community, and the language identifies the convenient
nature of the community in the region and to major metros. The creative nature of the line
lends itself well to marketing campaigns. The line is simple, unique and memorable, and it is
flexible for use by a variety of public and private sector organizations within Jamestown. The
line will grow and evolve with the community.
North Star ran a search for Jamestown’s recommended strapline on the United States Patent
and Trademark Office’s Trademark Electronic Search System (TESS). We found no live or dead
results or conflicts for trademark registration. Searches are only accurate for that moment in
time of the search. North Star has recommended that Jamestown pursue trademark protection
of the strapline. North Star’s trademark search is documented in Appendix A.
26 of 195
CREDO COPY:
Passion, it’s what turns an afternoon walk into an adventure and reading an ordinary book into
a life changing experience. With breathtaking scenery at every turn and a wealth of learning
opportunities nestled right next to the home of one of the nation’s funniest redheads is it any
wonder passion would flow freely.
At first glance, it’s easy to see why the seasoned outdoorsmen and lifelong scholars are drawn
to Jamestown. This scenic area overflows with a variety of opportunities to enjoy the beautiful
scenery in every season.
Take a closer look, however, and you’ll realize that Jamestown isn’t just another pretty face.
As the year-round head of Chautauqua County, this conveniently located town is also a hub for
culture and commerce. Here, laughter and knowledge are equally revered, creating an
environment encouraging people and business to flourish. From the timeless humor you’d
expect of Lucille Ball’s hometown to an entire community dedicated to lifelong learning — in
Jamestown, you’ll find endless elements that make life wonderful, all within easy reach.
Jamestown
Up close and wonderful.
DESCRIPTIVE VOCABULARY:
Wonderful
Creative
Inventive
Accessible
Year-round
Productive
Curious
Central
Passionate
Learning
Laughter
Funny
Witty
Clever
Interesting
Imaginative
Improvisational
Entrepreneurial
Hardworking
Up-and-coming
Hilarious
Convenient
Spacious
Scenic
Beautiful
Amusing
Natural
Entertaining
Relaxing
Humorous
Whimsical
Enjoyable
Versatile
Musical
Talented
Intelligent
Genius
Lakeside
Artistic
27 of 195
RECOMMENDED STRAPLINE
―Up Close and Wonderful‖
RECOMMENDED LOGO
ALTERNATE LOGOS FOR OTHER ENTITIES
COLOR PALETTE
28 of 195
TOURISM AD
29 of 195
IMAGE AD
30 of 195
ECONOMIC DEVELOPMENT AD
31 of 195
ECONOMIC DEVELOPMENT AD
32 of 195
TOURISM – SMALL SPACE ADS
33 of 195
BUS STOP POSTER
34 of 195
VISITORS GUIDE
35 of 195
WEBSITE HUB PAGE
36 of 195
ECONOMIC DEVELOPMENT FOLDER
37 of 195
STATIONERY
38 of 195
ENTRYWAY SIGNAGE
39 of 195
WAYFINDING SIGNAGE
40 of 195
POLE BANNERS
41 of 195
OUTDOOR BOARDS
42 of 195
CROSSWALK
CONSTRUCTION FENCE
43 of 195
BANDSHELL
44 of 195
MERCHANDISE
45 of 195
BRANDMAP STRATEGIC PLAN
PUTTING THE BRAND TO WORK
Some Thoughts on Brands and Brand Management
One of the often-neglected responsibilities of community governments and leaders is the job of
building a reputation that is fair, honest and powerful. Whether leading a small town or a
world power, leaders owe it to their individual and institutional constituents to dig out the
―competitive identity‖ of their region. This identity comes from the history, the culture, the
geography and the society of the place – as such, it should be an accurate reflection of the
genius and the will of the people.
A brand is not created; it is discovered within the spirit of a place. Brands uncovered in this
manner are endorsed and absorbed by their communities due to their fundamental truth. As
such, they are exceedingly useful to community leaders in furthering the economic, political and
social goals of the community.
Change in attitudes and perceptions about cities and communities, particularly positive changes,
can seem to take eons to achieve. But, when the essence of the region’s identity informs and
infuses the daily tasks of planning, policy-making and governing, change in attitude is
much easier.
Yet the job is too big and too important to be responsibility of governments alone. You also
need a critical mass of businesses, organizations and residents within the community – all with a
shared vision and common purpose. Each will be counted on to ―share the story‖ of the
community among family, friends, and colleagues locally, regionally, nationally and even around
the globe. These stakeholders must become involved in the ongoing care and nurturing of the
collective identity – all assume a level of responsibility for ensuring the success of the brand.
46 of 195
OVERVIEW of BrandMAP
Strategic implementation of the new brand is the most critical, and sometimes the most
challenging, aspect of community branding. North Star’s Brand Management Action Plan
(BrandMAP) provides a clear roadmap for how to put the brand to work in the community –
from launch to longevity.
This plan spans a 24-month period starting from the time of brand rollout. The goals of this
period are twofold. First, the plan works to convert the ―players‖ in Jamestown to be brand
ambassadors. It is critical that strategies be dedicated to reinforcing and demonstrating the
value of a strong community brand. Once everyone is on board the brand team – pulling in the
same direction, so to speak – there is no end to the powerful things the community can
accomplish.
Second, the specific goals of the Jamestown stakeholders will be addressed within the context
of the new brand. These goals include increasing awareness and attendance for Jamestown’s
attractors, community attitudes and outreach, and revitalization strategies for downtown
Jamestown.
The Jamestown two-year strategic plan will help to:

Determine the ―who, what, when and how‖ of ongoing brand implementation
o
o
o
o
Organization: Identifying leadership and individual responsibilities for action
Collaboration: Building strong partnerships within the community
Funding: Identifying funding sources
Tactics: Prioritization of action and steps/timing to accomplish

Focus the efforts and resources of the City on the most effective initial strategies for
launching your brand, as well as eliminating false steps that could delay success.

Build local commitment to the brand by involving the organizations and individuals
whose support is essential for success.
Also, keeping in mind that the Jamestown must be a good steward of resources, special
attention has been taken to:

Make the best use of existing human and financial resources

Identify additional assets for brand implementation that are controlled or managed by
the City and Attractors that can be immediately employed at limited additional expense

Prepare a plan of action that can provide for early successes in building additional local
and community support for the new brand.
47 of 195
KEY INSIGHTS
(for implementing the brand)

Jamestown has a core of very involved and motivated stakeholders including Attractors,
philanthropists, business owners, volunteers and local officials. This core will be vital to
implementation of the brand. However, involvement must expand beyond this group to
embrace the broader citizenry, most importantly the next generation of Jamestown
leaders.

Jamestown has a history of both tension and collaboration between City government
and the Gebbie Foundation. These two entities, both of which play a pivotal role in the
future of the community, must continue to focus on collaboration and joint agendas.
Strong leadership on both sides is a necessity.

Regional collaboration among the Jamestown organizations and other local/regional
entities must also be a priority, including organizations like the Chamber of Commerce,
CVB, and regional economic development organizations.

Jamestown’s location as a geographic hub for the region is a competitive advantage that
is not being fully leveraged. Jamestown must step forward and claim its rightful role as a
regional center for outdoor activities, tourism, retail and leadership.

Jamestown is rich in history and boasts a creative cast of thinkers, doers, inventors.

The Attractors play a critical role in the future of Jamestown. While they meet
regularly and collaborate on projects such as the branding initiative, it is imperative that
they find ways to maximize their joint resources in daily operations. Collaboration and
coordination on fundraising issues, cross-promotion of programs and events, and shared
use of local resources can raise the bar for the entire group of attractions. This will
allow you to make the greatest impact in the marketplace for the least amount of
money.

Community self esteem is a critical issue and a significant potential barrier to the revival
of the city. Implementation of community building strategies should be a priority for
Jamestown.

Jamestown is an affordable place to live where industrious and creative thinkers can
have a huge impact on the future. There is a growing wave of youthful involvement in
Jamestown ranging from community activism on the Neighborhood Plan to expansion of
businesses owned by young entrepreneurs. It is critical that this NextGen movement
be nurtured and supported.

Jamestown has everything it needs to succeed – rich history, convenient location,
natural beauty, proximity to the water, and people who want to make a difference. But
people must pull together for change to occur.
48 of 195

People want Jamestown to succeed. Overwhelmingly, individuals – including outsiders -interviewed for this project voiced support for the community.
STRATEGIC BRAND PLATFORM
North Star funnels its strategic insights for the brand into a single sentence, the brand platform.
The brand platform is used as a filter for the formation of creative concepts and
implementation tactics. All communications, actions and product developments should connect
to the essence of this relevant and defining statement.
Target Audience:
For those interested in an urban vibe and an accessible creative
center,
Frame-of-Reference: Jamestown is a year-round hub for recreation, productivity, culture,
and curiosity centrally located between Cleveland, Pittsburgh,
Buffalo, and Toronto
Point-of-Difference: with passions for learning and laughter
Benefit:
49 of 195
Earlier in this report is a Brand Identity Guide, which should serve as a blueprint for the
creative rendering of your new brand. Every idea in the Guide – from logos to vocabulary to
ads – represents North Star’s best suggestions for how to put your brand to work creatively.
This BrandMAP provides an abundance of ideas for incorporating the brand into the fabric of
Jamestown. Because many of the tactics presented in this plan make use of the concepts in
your Brand Identity Guide, the following is a synopsis of its content.
Logo and Strapline
The two most often-used creative elements representing your brand the first 24 months after
launch will be your logo and strapline. While we caution against the idea that a logo and line are
your brand, we understand that they are high-profile, easily understandable and embraceable
manifestations of your brand.
50 of 195
IMPLEMENTATION STRATEGIES
The value of a community brand is that it provides a relevant overarching principle to unite all
the efforts in a community. In doing so, it can also unite all the players in a community toward
a common goal. This unification is vitally important for the future of Jamestown . . . not only to
successfully sustain a community brand, but to successfully move the city toward your preferred
future.
Because this is a two-year plan, many of the implementation strategies included within are
aimed at starting the process of cooperative thinking and acting within the context of the brand
and with assuming your role as a rightful hub within the region. That – along with improving
internal attitudes – is the fundamental, foundational change that will ease the way for all other
progress.
Socioeconomic Trends
It should be recognized that no plan can ever be implemented in a vacuum. To that end, this
strategic implementation plan has been developed with current socio-economic trends in mind,
including:

“Generation G”
As the country faces its biggest economic crisis in recent memory, a new trend and
fresh attitude have swept the country. Generosity has replaced greed as both an
individual and societal/business mind-set. Dubbed ―Generation G‖ by Trend Briefing,
this massive mind shift means that consumers are turned off by greed and long for
institutions that are genuinely caring and concerned. Never has it been more important
for communities, businesses and organizations to share, give, engage, create and
collaborate.
Applicability:
Jamestown has already seen evidence of ―Generation G‖ through the community’s
financial and volunteer support of the Attractors and in youth arts, culture and sports
programming, and the Internship program at the Gebbie Foundation. Not only do these
types of programs help Jamestown accomplish great goals today, they develop the vital,
giving, creative, spirited, young people who with the right incentives could become
permanent residents. Consider ways you can entice these young people to stay.
Broaden the internship program, develop postgrad internships, establish tax incentives
on homes, provide help setting up businesses, and furnish opportunities to lead within
the community.

Experience economy
Residents and tourists want to see AND do, to get their hands dirty, learn how
things/businesses/products are made and marketed, to continuously learn and
experience throughout life. And, they’re willing to pay for those experiences.
Jamestown’s brand, built on a foundation of lifetime learning, laughter and a rich heritage
of innovation is a perfect bridge to the experience economy trend. In addition, the
51 of 195
Chautauqua County CVB’s World Learning Center brand is based in the experience
economy. Mutual support between the two brands will increase your brand impact and
visibility. Activities such as the Fenton History Center’s Spoon River Anthology and
comedy workshops sponsored by the Lucy-Desi Center are perfect examples of ways in
which Jamestown can tap into the experience economy.
Applicability:
Jamestown’s tourism/entertainment product already has some experiential aspects. You
can go birding at RTPI, enjoy an ElderHostel experience at the Audubon Center or
participate in the Fenton History Center’s Spoon River Anthology at the cemetery. As
you develop new tourism and local entertainment/cultural offerings or refine existing
programs you can expand and play off this trend.
For example, work with the Lucy-Desi Center as they implement their mission to
expand their Legacy of Laughter in new directions. Incorporate an improv or slapstick
workshop. Teach sketching and drawing at RTPI or sponsor sessions for young hockey
players at the Ice Arena which highlight the backstories on professional hockey logos
and uniforms.
Read below about the Nespresso AAA Summer Campus where tourists APPLY to
attend a two-week course offering an opportunity to ―experience firsthand the world of
highest quality sustainable coffee agriculture.”
http://www.nespresso.com/aaa-program/en/campus/
Note: For a complete list of URLs included in this document, see Appendix W).

Being spaces, third places
Being spaces and third places are commercial settings that facilitate out-of-home, out-ofoffice activities such as reading a book, relaxing or meeting friends or colleagues within
an environment that neither have responsibility for. They are a dependable place of
refuge, where one can escape the regular demands of home and office. For example,
Starbucks and Barnes and Noble have taken the simple retail transaction of buying
coffee or a book and turned it into an invitation to linger in a comfy chair, hook up to
free Wi-Fi, play a board game with a friend, browse through magazines or listen to
music on a rainy day.
Applicability:
This trend has tremendous relevance to downtown Jamestown, where there are still
some empty storefronts and where you want to attract more people. Look for ways to
create and market being spaces/third places as part of the product development for
downtown. Use your unique properties in unique ways – as gathering places for artists
and musicians, by clustering ―learning communities‖ of post-graduate fellows, by offering
freelance and independent business people a warm and inviting place to work and
compare notes. Also, in order to make downtown attractive to families, look for ways
to provide being places for young families.
52 of 195

Brand spaces and pop-up retail
Brand spaces are an extension of being places. They are a space for accommodating and
entertaining consumers outside the home and office, becoming a useful or entertaining
part of their daily life while promoting your brand. A brand space can be a place that
offers surprise, discovery, transformation or education. It can be a place to hang out,
try things out, work or relax. Brand spaces can be large or small, temporary or
permanent. Companies may use them to introduce a new product, or to offer lessons
in how to use their product (Apple provides lessons in programming iPods and Viking
offers cooking lessons in their demonstration kitchens). Below is an example of a
simple, portable, but practical brand space: a silence booth offered by Nokia for cell
phone users in noisy places. It pops up at noisy events like festivals, auto races and
construction sites, where cell phone users line up to step inside and enjoy a quiet
conversation.
Pop-up retail is another form of brand interaction. It is all about the surprise, the
spontaneity and the temporary availability of a brand experience. Retailers use it to
create a buzz and provide a unique, one-time experience for their consumers. For
instance, J. Crew (following) has a pop-up Holiday Haberdasher that patrols the streets
of major cities during the Christmas season, selling directly out of a converted Jeep. In
London, the London Fashion Bus, a converted double-decker, stocks the wares of 40
young designers and travels the countryside to sell trendy clothing to customers who
don’t have access to the hip shops of the City. Pop-up extends to dining and
entertainment, as well. In several major cities, restaurants and night clubs have created
great buzz with temporary installations in shipping containers outfitted for temporary
duty. One enterprising developer has outfitted restaurant space in NYC, but allows
only a temporary three-month lease. Every three months, he turns over the operator
and brings in a new concept. The crowds keep flocking back to see the latest
incarnation. Another New York restaurant changes its décor and menu every season,
thus creating a fresh dining experience for their customers. The name of the restaurant
53 of 195
changes as well: Park Avenue Summer has recently transitioned (in 48 hours) to Park
Avenue Autumn.
http://www.parkavenyc.com/
Applicability:
Brand space is of particular importance for the Jamestown brand and brand merchandise
because you do not have a single, centrally located Visitor Center downtown. Create a
―Jamestown Up Close and Wonderful‖ brand space pop-up retail venue that can travel
from the Ice Arena to RTPI, from festivals to the golf course, from the neighborhoods
to the schools. Fill the space with retail items that are uniquely Jamestown and with
items promoting laughter and learning. Make the brand space an interactive
environment featuring activities, games, crafts and contests. Schedule appearances of
area artists, comedians and street performers in conjunction with pop-up appearances.
Consider seasonal pop-ups for vacant commercial spaces downtown.

Minipreneurs, mobilepreneurs, mompreneurs
The business world is full of entrepreneurs. And it’s not just about small business
anymore – it’s about micro-businesses and side-businesses, weekend entrepreneurs,
web entrepreneurs, part-timers, freelancers, seniorpreneurs and mompreneurs, eBay
traders and advertising-sponsored bloggers. In 2005, almost one million Americans
reported that eBay was their primary or secondary source of income. Another 1.5
million say they use on-line selling to supplement their income. And web-driven
entrepreneurs now represent 25% of all small businesses in this country.
Applicability:
Jamestown has unused upstairs spaces downtown. Partner with the Small Business
Development Center at Jamestown Community College to use some of this space as an
entrepreneurial/small business shared space. These shared spaces, which minipreneurs
can use as an outside office or meeting room promote the exchange of ideas and
provide low cost office amenities. Equip the space with computers, Wi-Fi, and small
photographic light boxes used for photographing objects to be sold on the internet.
Arrange for a shipping company to provide service to the minipreneur incubator. Set
54 of 195
up workshops and seminars on operating small businesses. Entrepreneurs and
minipreneurs represent the opportunity for Jamestown. Find a way to support their
success and tap into their enthusiasm and creativity. At the same time such an
enterprise will bring energy and vitality to downtown.

Community building/resident involvement via the web
More and more, commercial and community brands are turning to the web to involve
their citizens in local government via feedback, discussion, fresh ideas and viewpoints,
suggestions and connections among neighbors and interest groups and yes, even
disappointments and criticism. Those communities who continue to ignore the
potential of electronic interaction with their residents miss out on a vital connection.
Consider the following statistics from Trend Watch:
o
o
o
o
Facebook now has more than 500 million active users; 50% of those log on in any
given day. Each of those users has an average of 130 Facebook friends and is
connected to 80 community pages, groups and events.
Twitter now boasts 105 million users and adds 300,000 every day
LinkedIn counts over 75 million members.
Overall, the share of adult US internet users who have a profile on a social
networking site has more than quadrupled in the past four years—from 8% in 2005
to 35% now. For adults aged 18-24, it’s 75%, and for tweens, it’s close to 100%.
(Source: Pew Internet, January 2009.)
Applicability:
People everywhere love the web and their mobile phones as immediate forums for
posting opinions, getting information and finding others who share the same interests.
Use this trend toward social networking and consumer/resident involvement to draw
people into conversations and community involvement for the betterment of
Jamestown. Every day, across the internet, your residents are talking about various
aspects of life in Jamestown – the good, the bad and the ugly. Draw them into official
online participation so that you have a better idea of local opinions and interest and can
respond quickly when someone has a complaint or concern. Surround yourself with a
new virtual community of Jamestown residents.
55 of 195
OUTLINE OF OBJECTIVES
To guide the brand drivers in the process of implementation and management, North Star has
developed a strategic plan consisting of objectives and accompanying tactics. This plan provides
a roadmap for success by:




Providing a structure for managing the brand and implementation activities
Creating immediate awareness and identification of the brand
Making the best use of existing resources
Providing a clear and achievable plan for implementation
In addition, the plan has been formulated to provide solutions to the following issues listed as
priorities by the brand drivers:








Give leaders and stakeholders a common cause around which to rally
Expand support and reach of the City’s Attractors
Renew local residents’ appreciation of Jamestown’s assets – natural, educational,
cultural, and economic
Improve Jamestown’s image externally
Expand tourism market and help maximize tourism potential
Celebrate local history, industry and culture
Revitalize downtown
Recruit and retain more young people to live in Jamestown
Objective I
Establish an organizational structure for promoting and developing the brand
Objective II
Establish the brand as a priority for Brand Management Team (BMT)/Attractor employees, properties
and programs
Objective III
Establish partnerships with the private sector to move the brand into the business community
Objective IV
Use the brand to increase the impact of Jamestown’s Attractors
Objective V
Instill the Jamestown brand into community life and infrastructure
Objective VI
Jump start community morale by involving Jamestown residents in the brand experience
56 of 195
Objective VII
Instill the new brand into the communications of the City of Jamestown, Attractors and affiliated
organizations
Objective VIII
Enrich and enliven downtown Jamestown
Objective IX
Attract and retain businesses using the brand as a rallying cry
Objective X
Attract and retain college graduates using the brand
Objective XI
Embrace your role as a regional leader
Objective XII
Improve the external image of Jamestown
57 of 195
LIST OF TACTICS
Objective I
1. Assemble a Jamestown Brand Management Team (BMT)
2. Create a Jamestown Brand and Marketing Manager position
3. Develop a brand presentation and toolkit
4. Hold on-going meetings with the BMT
5. Train the BMT to speak on the brand
6. Assemble an ad hoc Idea Incubator Board
7. Create a media plan for communicating about the brand and brand-related activities
8. Share a grant writer to assist in the search for funds
9. Establish a relationship with an advertising agency and a photographer to bring the brand
to life and provide consistency
10. Create customized logos for participating organizations
Objective II
Establish the brand as a priority for BMT/Attractor employees, properties and programs
1. Work with the BMT to develop an Up Close at Work employee brand presentation
2. Meet with organization department heads
3. Hold Up Close meetings with BMT organization employees
4. Develop a brand award or recognition program for employees
5. Use the brand for special initiatives
6. Roll out branded ID materials for public and private sector BMT employees (cards,
stationery and letterhead)
7. Communicate regularly with employees
8. Identify private and publicly owned BMT infrastructure opportunities for the brand
9. Identify and prioritize current City/BMT programs where the brand can be easily
integrated
Objective III
Establish partnerships with the private sector to move the brand into the business community.
1. Meet one-on-one with business stakeholders
2. Meet one-on-one with area organizations
3. Spearhead the development of a Market Jamestown Partnership (MJP)
4. Work with Market Jamestown Partnership to fund and prioritize brand
Objective IV
1. Centralize marketing functions
2. Create a Close Friends of Jamestown fundraising initiative
3. Take advantage of economies of scale and combined data sources
58 of 195
Objective V
1. Create brand merchandise/promotional items
2. Take the brand on the road with a pop-up retail brand space
3. Incorporate the brand into signage throughout Jamestown
4. Expose the brand to riders and drivers throughout the Jamestown region
5. Export the brand with your local products
6. Develop brand strength through local sports facilities
7. Incorporate the brand into playgrounds, community fixtures and buildings
8. Provide recognition and visibility for those who support the brand
Objective VI
1. Giver the brand a visible presence in the community through a staged rollout
2. Use the brand to motivate and recognize neighborhood revitalization
3. Reveal your assets with a branded geocache treasure hunt
4. Work through the schools to get children involved
5. Certify Jamestown as an Official Wildlife Habitat Community
6. Learn more about your local success stories
7. Build self-esteem early-on in the school system
8. Recognize Jamestown Up Close and Wonderful individuals and organizations
Objective VII
organizations
1. Build the resident and employee e-mail database
2. E-mail residents an electronic newsletter
3. Add the brand to other City of Jamestown publications
4. Enter the world of new media
5. Develop a branded city-wide web portal
6. Update your web communications
Objective VIII
1. Train residents and staff to assess downtown
2. Develop a strategy to add visual appeal to downtown Jamestown buildings
3. Enlarge the downtown mural program
4. Extend artistic improvements to other kinds of structures
5. Perk up the downtown parking situation
6. Review and revise special events and promotions to achieve desired goals
7. Repackage existing events with the brand in mind
8. Make downtown a destination for fun
9. Ramp it up a notch with retail promotions and merchant
59 of 195
Objective IX
1. Incorporate the brand into Jamestown economic development communications
materials
2. Introduce the brand to existing economic development/business/industry leaders
3. Use the brand to stimulate interest and support for economic development
4. Initiate a formalized small business assistance program and brand the materials
5. Develop a local economic development web page
6. Integrate the brand into your DJDC economic development page
7. Brand ribbon cuttings, groundbreakings, grand openings, construction sites and
available properties
8. Create an Up Close Rapid Response Team
9. Develop an economic development e-mail database and use it to communicate with
stakeholders
10. Entice potential entrepreneurs with creative spaces
11. Decrease commercial downtown vacancy rates
Objective X
1. Welcome college students to the area
2. Stay in touch throughout the college experience
3. Provide extra support to entrepreneurs and interns
4. Expand the current Gebbie Internship Program
5. Provide incentives for students to stay
6. Host a massive Close to Home Jamestown Reunion
Objective XI
1. Serve as a hub for regional tourism activities
2. Establish Jamestown as THE center of life-enhancing learning opportunities in
Chautauqua County
Objective XII
Improve the external image of Jamestown
1. Contract with a part-time public relations writer
2. Create a media plan for communicating to the media about Jamestown’s wonderful
assets
3. Develop a comprehensive editorial calendar
4. Develop an electronic media kit
5. Develop a general and customized media list
6. Send branded merchandise to key writers
7. Send out regular releases
8. Invite area media to major events
9. Partner with Patch
60 of 195
BUDGET ESTIMATES
No budget figures have been attached to these recommended tactics because it is not possible
to do so at this point. Too many variables regarding current relationships, current budgets and
how Jamestown will proceed remain unknown.
The Jamestown BrandMAP is fiscally flexible because it can be adapted to match your situation.
Tactics are rated Priority 1, 2, and 3. Priority 1 tactics must be executed in order to effectively
implement the brand. Priority 2 tactics are recommended but are optional. Priority 3 tactics are
―icing on the cake‖ if you have the funding. Most Priority 3 tactics are undertaken via funding
partnerships with private sector organizations.
Whenever possible, the Jamestown BrandMAP piggybacks its suggestions onto an existing
communication initiative. Costs involved are only those of branding the existing initiative since
content development and production of the piece was an existing cost.
In some cases, the BrandMAP may make recommendations that will require decision-making on
the part of Jamestown. For example, we recommend branding the existing infrastructure.
Clearly, it wouldn’t be in your best interest to brand every piece of community-owned
property. The BrandMAP makes recommendations, but an analysis of priorities, partnership
opportunities and other ongoing initiatives will need to be conducted by leadership before
making a final decision.
In other words, the Jamestown BrandMAP is not written in stone. Consider it a guide for
effectively implementing your brand with enough flexibility to adjust for changes in Jamestown’s
economic or political landscape.
Please see Appendix T for a detailed budget outline.
61 of 195
OBJECTIVES AND TACTICS
OBJECTIVE I
Situation:
Brands don’t grow and thrive if no one takes responsibility for them. Successful implementation
of the Jamestown brand will require accountability, passion, understanding and respect for the
branding effort. It will also require cooperation and partnership among City officials,
administrators, Attractors, affiliated organizations, and regional stakeholders.
 Tactics
1. Assemble a Jamestown Brand Management Team

It is critical that the major users of the brand come together and create a 5-to-7
member Jamestown Brand Management Team (BMT). Support-building and eventual
fundraising for the brand will start with the BMT and move outward to other
organizations and the general public.

Brand Management Team members should include representatives of: the Attractors,
City of Jamestown, Jamestown Renaissance Corporation, the Attractors group, local
non-profits and philanthropists like the Gebbie Foundation and the Community
Foundation. Jamestown Community College would also bring much to the table in
terms of community knowledge, relationships and resources. You may want to include
representatives from the Chautauqua County Convention and Visitors Bureau and/or
Chamber as ad hoc, non-voting members. These groups must agree to work together
on brand priorities and implementation, and must each agree to invest through staff
time in the success of the brand. Visible cooperation and support across organizational
lines will positively impact public acceptance of the brand and will build support
throughout the community.
Responsibility: Former brand drivers
Priority: 1
Timing 3 months
Costs: Minimal
62 of 195
2. Create a Jamestown Brand and Marketing Manager position

The Brand and Marketing Manager will have primary responsibility for developing the
annual budget for branding, pursuing the specific strategies identified, building a network
of supporters for the brand, and overseeing and evaluating the effectiveness of the brand
in the community and surrounding region.

North Star recommends the creation of a new Brand and Marketing Manager position
to perform this function. In addition to assuming responsibility for brand integration
and introduction, this position could also assume some of the expanded
communications functions recommended within this document, including management
of the Jamestown Marketing Council (see pg. 86), coordinating marketing functions for
the Attractors and marketing responsibilities for the Neighborhood Revitalization
initiative. In this expanded role, the Brand and Marketing Manager would be expected
to conceive, plan, implement and coordinate fundraising efforts, develop and manage
community awareness campaigns/events for neighborhoods, maximize brand integration
throughout all Attractor organizations, plan special events, and provide cohesion and
continuity for communications across all brand partners.

If in fact, the Brand and Marketing Manager is charged with the additional duties of
marketing the Neighborhood Revitalization Plan, it may not be reasonable to expect
that one person will be able to coordinate and implement all of the above
responsibilities in an effective manner. In this case, North Star also recommends the
creation of a Communications and Volunteer Coordinator who can assist with
implementation and serve as the touchpoint for recruiting and coordinating local
volunteers.

North Star believes that the Brand and Marketing Manager and Communications and
Volunteer Coordinator positions should be located within the Jamestown Renaissance
Corporation (JRC). This organization already serves as an engine for visioning and
forward progress for Jamestown. Adding a centralized Brand and Marketing function
will broaden JRC’s impact and role within the community and will afford them an on-site
communications resource. It would also provide the Brand and Marketing Manager
proximity to Downtown Jamestown Development Corporation.

It will be critical that the Brand and Marketing Manager be a seasoned and skilled
professional. Skills necessary for the Brand and Marketing Manager job include
marketing, budgeting, writing, management, team building, public speaking, consensus
building and community relations. (See Appendix B for Brand and Marketing Manager
job description.)
Responsibility: BMT
Priority: 1
Timing: Immediately
Costs: Recommended salary: $40,000 to $60,000. Salary to depend on experience and final job
description.
63 of 195
3. Develop a brand presentation and toolkit

The Brand and Marketing Manager should work with a graphic designer and writer to
develop a professional PowerPoint presentation for the brand. The presentation should
summarize research, insights, brand strategy and creative and should be customizable
for different audiences (i.e., should allow presenter to add the benefits and uses of the
brand for firemen, teachers or business owners.)

Use the presentation to tell your story. This branding initiative was developed with a
long-term vision in-mind. Others need to understand that vision. Show a few slides of
valuable insights gleaned from the research. Build up what you learned from the
process.
Why was this project started?
Who else was involved?
Why did you choose North Star?
What did you learn from the research?
Tell the strategy – your strategic brand platform.
Show the creative work. Tell others what it allows you to do. Why were the
colors/images/words used?
o How do you plan on using it immediately and long-term
o
o
o
o
o
o

North Star client, Lima-Allen County, Ohio, chose to implement their new communitywide brand through economic development channels first. They produced a compelling
DVD targeting CEOs and other economic development leaders explaining the branding
process, goals, and how the business leaders could participate and benefit. Please follow
the link below to the DVD presentation.
http://northstarideas.blogspot.com/2010/03/lima-allen-county-branding-video.html

In addition to the presentation, put together a brand toolkit that can be used as a leavebehind after presentations. Include a CD with camera-ready art for the primary logo,
customized logos when relevant, a one-page slick highlighting the brand and a brand
64 of 195
promotional item such as a pin (with logo and strapline). Be sure to include a graphics
standards manual in the toolkit so that users will know how to display the brand
appropriately (See Appendix X for Graphic Standards).

Work with a graphic designer to create packaging for the toolkit reflective of the brand.
Packaging costs will vary widely depending on the chosen approach. For example, to
emphasize the brand message Up Close and Wonderful, you might choose a
presentation folder showing a close-up of the logo through the die-cut hole of a
magnifying glass on the front of the folder.

If funding allows, leave toolkits behind for attendees of the presentations. Toolkits will
be given to City department heads, local officials, major stakeholders, non-profit leaders,
and other organizations over the course of the first year. Offer toolkits to major
employers and industries, and non-profits, as well. Be sure to order adequate numbers
to maximize cost savings.
In order to save money, you may choose to make your toolkit available on-line. A good
example of an online brand toolkit can be found at the brand website of North Star
client Dayton, Ohio. Check it out at http://www.daytonoriginals.org/on_the_mark.asp
Notice how the Dayton toolkit provides usage guidelines, creative ideas and
downloadable art.
65 of 195

An excellent national brand toolkit is the Big Brand Book,
an online resource for the partners of the Nova Scotia
brand. The book, which contains guidelines, suggestions
and examples, is available to brand partners in a password
protected portion of the brand website:
http://www.novascotialife.com/. The partners’ resource
page also includes downloadable art for various brand
applications. (To view the Big Brand Book, see Appendix
C, a complete version can be found on the BrandPrint CD
accompanying this report.)

The Brand and Marketing Manager, the BMT and other
passionate ambassadors of the brand should meet one-onone with community stakeholders and business owners over the next year to reinforce
and answer questions about the brand (using the PowerPoint). Such meetings pay off in
unexpected ways. A developer in McKinney, TX who sat in on a presentation contacted
the Brand and Marketing Manager months later asking permission to fly branded flags
and banners throughout his upscale retail area and its parking lot.
Responsibility: BMM, graphic designer, writer
Priority: 1 for brand presentation, 2 for brand toolkit
Timing: 2-3 months to be presentation ready
Costs: Personnel cost depends on whether qualified writer/designer are available on staff.
Pins: 1 and 1/4‖, circular die-cut, soft enamel, 2 color
500 @ $2.23/each = $1,115
1,000 @ $1.88/each = $1,880
Folders: Matte finish, heavy card stock, 2 pocket, printed 2 color/one side, double fold,
production costs included
500 = $1,000
CDs and jewel cases for art files
500 = $300
Total estimated cost for PowerPoint presentation, promotional pin, and toolkit: $1,925
in quantity of 500
$3,500 in quantity of 1,000
T-shirts: Colored shirt with screen printed logo, one side only, Hanes tagless
1,000 @ $6.59 each = $6,607.50 total
2,000 @ $6.59 each = $13,197.50 total.
66 of 195
4. Hold on-going meetings with the BMT

The Brand and Marketing Manager and BMT should agree to meet regularly to set
priorities and provide direction for brand implementation. Initially, you may need to
meet monthly. Eventually, you should be able to cut back to quarterly gatherings.

The Brand and Marketing Manager should hold a planning and organizational meeting
with the BMT. Your initial meeting should address the following types of issues:
o
o
o
o
o
o
Resources available in the BMT organizations
Brand implementation strategies outline in the BrandMAP
BMT implementation priorities
BMT organization member projects
Speaking schedule for BMT members
Scope of work for the year

Review marketing plans of all BMT members and facilitate a discussion regarding which
activities might be coordinated amongst the organizations – both to save resources and
to create a bigger impact in the marketplace. For example, several organizations might
be interested in placing an ad about the new brand in local or regional newspapers or
on the radio. Rather than five smaller ads, consider joining forces for a full page ad
featuring all the organizations. In addition to ads, other clients have had success (and
saved money) consolidating resources on annual reports, informational brochures, radio
spots, signage, etc. (This ―sharing‖ mindset is one that develops over time. Do not be
discouraged if there is not much enthusiasm for it immediately. As the various
organizations have success with the approach, they will become converts.)

Identify how various marketing initiatives for each member’s respective organization can
be branded. Explore the issue of co-op advertising for billboards, signage, and other
venues.
Responsibility: BMM, BMT
Priority: 1
Timing: Meetings should be held quarterly
Cost: No cost associated with meetings.
5. Train the BMT to speak on the brand

Hold training sessions with BMT members covering presentation of the PowerPoint and
the brand toolkit.

The goal of the presentation is to gain grassroots support for the brand. BMT members
should start support-building with other member organizations from the original brand
partnership and the employees of those organizations. Then move out to other
stakeholders (who are not members of the original brand partnership group) and to
67 of 195
City residents. From there the various organizations will carry the brand message to
their audiences in tourism, economic development, healthcare, education and so on.

Taking the time to build grassroots support can pay off in unexpected ways. For
example, in Dayton, Ohio, a presentation made during the early months to a community
group resulted in a call several months later from one of the City’s iconic pizza parlors.
The owner was interested in using the Dayton brand logo on his pizza boxes in
celebration of 40 years in business.

Present BMT members with branded business cards announcing their BMT position.
Priority: 1
Timing: 3 months
Costs: Production of BMT business cards. (Note: to avoid additional costs, add BMT business
cards to next printing order for City, or other BMT organization business cards.)
6. Assemble an ad hoc brand idea incubator board

The Brand and Marketing Manager should organize the creation of a brand advisory
committee comprised of the most creative minds within the Jamestown area. The
purpose of this group is to provide innovative ideas and extraordinary concepts for
brand integration. Their challenge: to dig for genuinely new and powerful strategies
presented in unexpected ways.

In keeping with their mission and make-up, the group should be dubbed with a creative
name relating to the brand (The Magnifiers, for instance) and meetings of this group
should be fun, free-wheeling and idea-based. Rather than cooping members up in a
stuffy board room, set their imaginations free by meeting at interesting and inspiring
locations throughout the area.

Schedule quarterly meetings with the BMM, BMT and the idea group, to consider brand
connections based in history, poetry, language, humor, geography, performing and visual
arts, sports, nature, as well as more traditional avenues. Draw the membership of this
group from unexpected sources: professors from the areas of arts and humanities,
psychology and social sciences; JCC students to represent the younger demographic;
writers, artists, musicians, ad agencies or marketing firms, dreamers, bloggers,
philosophers, athletes, gallery owners, chefs, and bookstore owners. Be sure to include
young entrepreneurs in this group.
68 of 195

Welcome the group with a quick brand
overview and an inventive, fun premium
item. (One idea: a compressed t-shirt with
a brain or light bulb, the group name and
the brand logo. BRIGHT IDEAS! Up Close
and Creative. (See compressed samples on
the right. All tees can be custom
imprinted with group name and brand
logo.) A less costly alternative would be to customize the standard brand t-shirt with a
line like BIG IDEAS. Have some facilitators on hand to take notes and gather ideas –
this group is all about brainstorming and helping to push the brand further into the
community through previously unconsidered connections. Enjoy the fireworks!
Responsibility: BMM
Priority: 2
Timing: 6-12 months
Costs: No hard costs for selection, meeting.
Compressed t-shirts: Start at about $900.00 for a quantity of 144.
7. Create a media plan for communicating about the brand and brand-related
activities

The Brand and Marketing Manager serves as the single source of contact for brand
media relations within the community. This centralized approach will help you control
the brand message and guarantee that the story you want to see in the media is actually
the story that runs in the media. The Brand and Marketing Manager should also serve
as the contact for setting up interviews or arranging comments from City and other
BMT officials or business people asked to provide feedback to the media. Remember to
include information from your brand research to provide background on brand
development.

Develop a series of talking points and graphics to use for every brand-related encounter
with the press. Remember to emphasize the ideas of getting to know Jamestown,
looking more closely at what Jamestown can offer the region, redevelopment in
downtown, and the many great things to do/see.

Hold a briefing for those who may be asked to comment on the brand (members of
BMT, elected officials, City administrators, prominent department heads, arts leaders,
community leaders, etc.) to review the talking points and background.
69 of 195

Use the following vehicles for distributing information about the brand:
News releases, electronic and paper
Fact sheets
Media advisories
News conferences
Tours
Roundtables
Editorial board briefings
Electronic newsletters and e-blasts
Websites
Social media
Special events
Responsibility: BMM
Priority: 1
Timing: Immediate
Costs: No hard costs associated with media relations.
8. Share a grant writer to assist in the search for funds

If Jamestown and its affiliated brand drivers do not already have the appropriate
expertise on board to pursue grant funding for the brand, explore the idea of adding a
grant writer (full or part-time) to the staff to assist with sourcing on-going funds for the
branding effort. As you well know from the generous financial support of the Gebbie
Foundation, grants can provide an excellent source of brand implementation funding.
North Star client Grand Rapids, MN just received $75,000 in grant monies for brand
programs. While the Gebbie grant will get the brand up and running, it will require
additional financial resources in the years ahead.

If local organizations cannot afford a full-time grant position strictly for the brand,
investigate opportunities for partnering the position with other organizations such as
the JRC, Gebbie Foundation, Community Foundation, Arts Council or other non-profit
group(s) and splitting the position cost. In addition to locating funds for community
events and improvements around the brand, the position could be charged with the
following types of additional duties if jointly funded:
Funding for travel and tourism projects
Funding for arts and cultural attractions and programs
Funding for historic preservation and heritage tourism
Funding for special events or projects downtown
Training other non-profits in the community to successfully write grants and locate
funding for tourism, the arts, historical preservation and cultural projects
o Funding for economic development initiatives such as educational workshops or
seminars
o Providing grant writing services to area non-profits at a subsidized rate
o The revenue created would be used to cover a portion of the salary expense of the
grant writer.
o
o
o
o
o
70 of 195
Responsibility: BMM
Priority: 1
Timing: 12-18 months
Costs: Variable depending on way position is set up. Potentially $10,000 - $50,000.
9. Establish a relationship with an advertising agency and photographer to bring the
brand to life and provide consistency

As you move forward with brand implementation, it will be useful to partner with a
local ad agency and a talented photographer. Use of a single agency and a single
photographer will provide consistency across all brand applications and will be most
cost-effective.

If possible, piggyback the brand creative needs on an existing agency relationship among
the BMT members. This will prevent having to establish a new working relationship and
will be more affordable.
Responsibility: BMM
Priority: 2
Timing: Immediate
Costs: Costs dependent on existing relationships.
10. Create customized logos for participating organizations

While North Star has provided some customized logos for local organizations as a
sample, you may find a need to develop further variations for groups, Attractors or
departments in the future. Your agency will be able to modify the brand logo for use by
all partnering organizations and help with outdoor board placements, periodical or
newspaper placements, brochure designs and much more.
71 of 195

The Brand and Marketing Manager must assume responsibility for ensuring that the
artistic integrity and tone of brand messages are maintained by all participants. Uses of
the template and the brand logo and message should be seen and approved by the
Brand and Marketing Manager whenever possible prior to production and
implementation.
Priority: 1
Timing: Immediate
Costs: $5,000 and up for photography and agency creative/media services.
72 of 195
Objective II
Establish the brand as a priority for BMT/Attractor employees, properties and programs
Situation:
As the facilitators of the new brand identity, the BMT organizations will need to embrace and
help lead this brand initiative. Therefore it is critical that their employees understand and
accept the brand, championing it both within their organizations and in the outside community.
This will involve education regarding the value of the brand to their operations and to the
community as a whole.
NOTE: In this document, suggestions for BMT employees are applicable to all Attractor employees, as
BMT members are representing the Attractor group. Also, the ideas presented here are equally
applicable for other employers throughout the City as you begin to spread the brand message outward.
 Tactics
1. Work with BMT to develop an Up Close at Work employee brand presentation

Develop a brand information and integration program for BMT employees called Up
Close at Work. Customize the PowerPoint or video brand presentation for employees,
using the language ―up close, close up, look closer, closer look‖ and so forth.

Emphasize the core attributes of the brand as it applies to the workplace: initiative,
inquisitiveness, building new knowledge and skills, enjoying your job and carrying a sense
of humor. Encourage employees to recognize their personal roles and responsibilities in
the success of Jamestown and of their employer. Make the phrase Up Close and
_______ (Productive, Positive, Safe, Motivated, Customer-oriented…) into an employee
mantra which resonates throughout BMT organizations.

Produce Up Close t-shirts for all BMT employees. If desired, each organization can
personalize their use of Up Close to reflect their own mission. For instance, Lucy-Desi
Center employee shirts might read ―Up Close and Hilarious” while Arts Council tees
might say ―Up Close and Creative‖. Organizations may also choose to add their own logo
on the back of the tee.
Priority: 1 for employee brand presentation, 2 for t-shirts
Timing: 3 months
Costs: T-shirt costs delineated under next tactic.
73 of 195
2. Meet with organization department heads

Each BMT member should schedule a group meeting with their own department
managers. Ask each manager to bring departmental marketing plans from the previous
year.

Show the brand presentation and present each department head with a brand toolkit
and a brand pin or alternatively, with a branded polo or t-shirt. Discuss the benefits of
the new brand to the organization and specifically to organization employees.

Ask department heads to wear their brand pins or shirts to start building brand
awareness and support among employees.

Allow time for discussion of current logos and how the Jamestown brand might be
customized or integrated. (This is particularly important for organizations like the City
of Jamestown where the brand will have great visibility on uniforms, vehicles, and signs.)
Emphasize the importance of creating a powerful, standardized, effective umbrella brand.
Discuss how BMT employees should lead the brand initiative.

Review department goals and marketing plans and identify ways various departmental
initiatives can be branded.

Each organization should consider whether or not to form an internal brand
management team. The need for this will be based on the size of the organization and
the scope of the brand initiatives that the department managers have brainstormed. If
an organization decides to create an internal team, provide the team with a brand
related name ( City of Jamestown Brand Boosters for example).
Responsibility: BMM, BMT/Attractor members and department heads
Priority: 1
Timing: 1-6 months
Costs: Branded polos for department heads
Quantity of 25 @ $7.31 = $182.75
3. Hold Up Close meetings with BMT organization employees

Now that they have been fully briefed and are on board with the brand, BMT
department heads should hold a series of orientation meetings with their employees to
present the employee version of the Brand PowerPoint. If available, the Brand and
Marketing Manager can also attend.

Provide each employee with a brand t-shirt at the meeting. Emphasize the employee’s
role in the brand and ask for suggestions regarding how the company or organization
might put the brand to use. Get the brainstorming started by sharing any ideas already
74 of 195
developed for incorporating the brand into the organization’s structure. Here are some
ideas to that will add up to employee involvement:

o Community Service Days for each department. Department employees wear their
Up Close t-shirts and perform a public service activity (do some guerilla gardening in
a rundown area, work in a soup kitchen or food pantry, volunteer to help a senior
citizen with home maintenance). Leave behind a branded Up Close and Caring plaque
with the name of the department and the sponsoring organization.
Hold quarterly or bi-annual meetings for new hires to introduce the brand as employees
come on board.
Priority: 1 for employee/contractor meetings; 3 for t-shirts
Timing: 3-6 months
Costs: T-shirts: Two-color screen printed logo, one side only, Hanes tagless (or white with red
logo) 1,000 @ about $6.59 each = $6,600.00
4. Develop a branded award or recognition program for employees

It is important to create an initiative for BMT employees that rewards individuals,
committees and departments for behavior that exemplifies the character of the brand
(dedicated to learning and discovery, positive and fun-loving, more than meets the eye
initially).

Develop employee service awards to recognize superior employees or departments in
BMT organizations. You may choose to focus on one major award or to present
several awards in various categories. Consider some of the following ideas to get you
started:
o
o
o
o
o
Up Close and Loyal: years of service award
Up Close and Innovative: for an employee who brings new ideas to work
Up Close and Green: for employee who sets the standard in sustainability issues
Up Close and Caring: for employee who models high levels of community service
Up Close and Safe: for employee or department that maintains safety standards

Annually, present the employee awards in some kind of public organization forum – at
an annual all-employee meeting, for instance, with appropriate fanfare and press
coverage. If all BMT /Attractor members decide to use the SAME awards and award
titles, you could consider a large awards ceremony including the honorees from each
BMT member. In other words, there might be five or six safety awards – with one
honoree from each member organization. Such a large-scale event will lend more weight
and importance to the awards.

Provide winners with a token of their award – a plaque, t-shirt, or specially designed
trophy.
75 of 195

Showcase award winners in employee communications, on the organization website and
in press releases.

Provide the award artwork in the brand toolkit so that other employers can implement
their own awards program within their own organizations throughout the City.

For additional impact, place the achievement logo on plaques, coffee mugs, hats and in
employee newsletter articles of the various employers, etc.
Responsibility: BMM, BMT, department heads
Priority: 2
Costs: Cost for additional premium TBD based on items selected.
5. Use the brand for special initiatives

Use the brand to emphasize current employee initiatives within each organization – or
to emphasize a community-wide initiative. For instance, use the brand to promote a
new employee or City/County-wide fitness or wellness initiative. Title the program Up
Close and Healthy. Produce program t-shirts for participants displaying the slogan.

Sponsor Take a Closer Look at Health lunch and learn discussions, walking groups and
screening opportunities. Be sure the brand is visible at the events.

Produce branded fitness prizes for those who achieve specified goals within the
program: mini key ring flashlights, exercise logs, umbrellas, first aid kits, etc. A branded
pedometer would make a wonderful premium item for a wellness program, as would a
branded water bottle.

Put up a banner or sign and provide information about the employee fitness program in
employee gathering places and through the HR department.

For further information about State and local level wellness initiatives visit the following:
o Indiana’s program is INShape Indiana: http://www.in.gov/inshape/
o Louisville has the Mayor’s Healthy Hometown Movement:
http://www.louisvilleky.gov/Health/MHHM/

The brand can also be used to support other organizational or departmental initiatives
including recycling, green practices, performance goals, or a customer service program.
76 of 195
Responsibility: BMM, BMT, department heads
Priority: 3
Timing: 6-12 months
Costs: Dependent upon recognition vehicle selected for contests. A high-quality certificate
could be designed and produced in-house at little or no cost.
6. Rollout branded ID materials for public and private sector BMT employees (cards,
stationery and letterhead)

Branded letterhead, cards, envelopes and folders for organizations involved with the
brand should be designed and reprinted as soon as current supply is depleted.

Existing brochures, recruitment
packages, visitor’s information, etc.
will also need to be reprinted with
the new logo. Eventually, these
pieces should be reworked
entirely to reflect the new brand
in copy and tone. Some
organizations may choose to brand
or co-brand only their letterhead
or business cards; others may find
it useful to carry the brand theme
throughout their internal and
external communications vehicles.

Give departments/organizations a timeframe within which to use
up old materials and order new materials.

Make a production out of presentation of the new
materials (package them in a fun way; hold a pitch-in
lunch, etc). Set a rollout date after which only the new
materials may be used.
Responsibility: BMM, BMT members, organization/
department heads
Priority: 1
Timing: 6-12 months
Costs: To be absorbed into individual organization’s regular
printing budgets.
77 of 195
7. Communicate regularly with employees

Reaching out to employees with the brand is one of the top initial priorities of the
BMT/Attractors. This is particularly true with employees whose jobs involve a lot of
public contact or who are seen as official representatives of Jamestown and its
Attractors.

Introduce the brand and reinforce brand messages in employee communications such as
newsletters or e-blasts. Model the brand message of laughter and learning by including
short humorous anecdotes (they can be submitted by employees or gathered on-line)
and quick tidbits of knowledge (interesting words and their meaning, notes about local
history such as your furniture heritage or inventions such as the crescent wrench).
Watch for opportunities to recognize those who are furthering their education by
taking classes or finishing their degree. Encourage humor and knowledge throughout
your organizations. Think of the short humor pieces and quips in Readers’ Digest – but
with a local flavor.

Include a regular feature in your employee newsletter or website, which highlights the
many resources, activities, restaurants, festivals and attractions around the City. Title it
Jamestown…Up Close and Wonderful
Responsibility: BMM, BMT, other area businesses
Priority: 2
Timing: 6-12
Costs: None to add brand content to employee intranets/newsletters. Development costs for
quarterly brand employee newsletter.
8. Identify private and publicly owned BMT infrastructure opportunities for the
brand

Successful brand implementation requires the best use of available resources. The City
of Jamestown owns a number of assets ideally suited for high profile presentation of the
brand. Enlist department heads to create a list of departmental physical assets which
would be appropriate to carry the brand.

Other BMT organizations will also have resources for the brand. Does someone have a
flagpole available for a brand flag? A parking lot suitable for brand banners? A blank wall
on their building for a brand mural? Historic downtown Jamestown offers great
locations for showing off the Up Close brand.

The BMT should brainstorm a list of potential locations for displaying the brand. City
vehicles are well-suited to the brand, as are Parks and Recreation facilities, City offices
and buildings, water towers, etc. City employee uniforms and nametags offer another
visible brand opportunity. Have a frank and open discussion about how the brand might
be displayed within each organization. Here are some ideas to get you started:
78 of 195
o
o
o
o
o
o
o
o
o
o
o
City vehicles
Other organization vehicles
Employee uniforms /arm patch/ name tag
Employee attire for Casual Fridays (polo)
Parks signage
Parks, playgrounds, ice rinks and athletic
fields
Patches for area athletic leagues such as
Little League and youth hockey
City-owned or maintained trails
Jamestown public art installations
Outdoor signage and/or façade for all
Attractors and BMT organizations
Chautauqua County Visitors Center

Don’t forget to install the brand inside buildings as well. Place banners in locations
where residents and employees gather – City Hall, tax offices, the planning and zoning
department, lunch rooms, etc.

Prioritize the inventories of potential BMT physical assets based on visibility and cost of
applying the brand logo. North Star recommends starting immediately with
uniforms/employee nametags, recreation and parks/golf facilities, City Hall, police and
fire stations and vehicles, bike and walking paths. BMT members can implement their
own brand visibility as quickly as resources permit – under the ice in the Ice Arena is a
perfect spot for the brand logo, above the marquee at the Reg Lenna, on outdoor
signage at Attractor entrances, etc. If JCC is a BMT member, add pole banners on
campus and signage to athletic fields. As a cost-cutting measure, where applicable,
items can be branded over a period of time (as signage or uniforms need to be replaced
or refurbished, for instance).

Develop a formalized written implementation plan and timeline for applying the brand
logo to City and BMT assets.
Priority: 1
Timing: As soon as feasible based on locations and price
Costs: TBD based on applications chosen.
9. Identify and prioritize current City/BMT programs where the brand can easily be
integrated

For maximum success, the brand should be integrated into applicable City of Jamestown
programs and initiatives as soon as economically feasible. The Brand and Marketing
Manager and the City/BMT department heads should work together to create a master
79 of 195
list of programs where the brand ―fits.‖ These programs should then be prioritized and
a schedule developed for incorporating the brand philosophies and graphics into signage
and information/marketing pieces. Start by looking at the printing schedules for
brochures and information pieces, as well as signage production schedules.

Some of the current initiatives that should be branded include:
o Websites for: City of Jamestown, Chautauqua County Convention and Visitors
Bureau , Jamestown Renaissance Corporation, all Attractor websites, Jamestown
Community College.
Programs such as:
– Water quality programs
– Downtown/neighborhoods redevelopment programs and areas
– Public safety education and outreach programs
– Recreation programs and classes
– Performing arts series
– Fundraising campaigns
– Visitor information pieces at Attractors
– Wayfinding
Priority: 1
Timing: 12–24 months
Costs: Variable depending upon department and program.
80 of 195
Objective III
Establish partnerships with the private sector to move the brand into the business community.
Situation:
Once the brand has been established and is at work within the BMT members, it is time to
reach out to stakeholders and area organizations. The Jamestown brand is a vehicle by which
both the public and private sectors can market the City for the overall development of the local
economy, the unification of the community and as a reflection of the values and spirit that make
Jamestown unique. The engagement of the private sector in this effort is critical to the overall
success of the branding initiative and to its long-term financial health.
 Tactics
1. Meet one-on-one with business stakeholders

The Brand and Marketing Manager and Jamestown BMT members should schedule oneon-one meetings with stakeholders (i.e., corporate leaders, marketing directors,
developers, retailers, etc.) to present the brand PowerPoint or video. The goal is to
create a strong support base for the brand among community leaders of all stripes.

At each meeting, present the stakeholder with a brand pin and a branding toolkit.
Discuss programs he/she could put in place in their business or organization to integrate
the brand message. Encourage a retail business to display the brand logo or show an
organization how to use the Jamestown Up Close at Work Award in their own
business/organization (for employee recognition, student recognition, athletic
recognition, citizenship awards, humanitarian awards, etc.). Suggest ways that the
organization or business might use the Jamestown brand in their packaging or in their
store windows.

Such meetings can pay off in unexpected ways.
Remember the developer who wanted pole banners
and the Dayton pizza parlor that used the brand logo
on their pizza boxes? Other organizations have
gotten involved by requesting brand t-shirts, asking to
sell brand merchandise in their store, or using the
brand logo in windows, advertising or promotions.
Priority: 1
Timing: 3-12 months or as soon as the PowerPoint and toolkit are developed
Costs: No hard cost for meetings.
81 of 195
2. Meet one-on-one with area organizations

The Brand and Marketing Manager and Jamestown BMT should also schedule one-onone meetings with representatives from various area groups and organizations to share
the brand presentation. The goal is to help organization leaders understand the
Jamestown brand and to explain and explore how a branding partnership can be
mutually beneficial. Among the groups might be:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Chamber of Commerce
School officials and administrators(public and private)
Jamestown Community College (if not a BMT member)
Jamestown Business College
County/regional/state economic development personnel
Other leadership boards such as the Jamestown YMCA and YWCA
Jamestown Jammers
Prendergast Library
Farmers Market
Babe Ruth World Series
Market on Main
Healthcare leaders
Service groups
Arts Council
Planning Commission (and other municipal board affiliations)
Volunteer groups such as youth athletic clubs and organizations, etc.
Church leaders/groups
County level officials
City officials from surrounding cities
Editorial board members of local and/or regional media outlets.
Priority: 1
Timing: 3-12 months
Costs: No hard costs associated with meetings.
3. Spearhead the development of a Market Jamestown Partnership

Eventually, brand leadership and management should be transitioned to a larger group
representative of your greater community. Develop a Market Jamestown Partnership
(MJP) comprised of key public, private and non-profit organizations interested in
marketing Jamestown for future growth and success. This group will serve as the longterm brand drivers who help contribute the funds, the ideas and the manpower that will
―drive‖ the brand forward. (For a chart outlining purpose, membership and titles of
groups to be created for the brand initiative, see Appendix D).
82 of 195

Members may come from City government, economic development organizations,
Chamber of Commerce, cultural organizations, businesses, hospitals, higher education,
financial institutions, regional organizations, non-profits, granting agencies, etc. (See
worksheet for identifying potential Market Jamestown members in Appendix E).

Whether public or private sector, an organization or an individual, brand drivers/MJP
members must meet two out of three of the following criteria: financial support,
community involvement, and/or marketing savvy. Their financial support provides
crucial implementation funding and invests them in the brand, their knowledge of the
community and marketing know-how can help integrate the brand throughout the City.

Once a list of potential MJP members has been compiled and prioritized, the Brand and
Marketing Manager and current BMT member should make appointments with the
prospects to make the pitch. It may be helpful to take a high-ranking public official
(Mayor, Council member) along to punctuate the message. It is most important to
emphasize these points:
o The message, meaning and platform of the brand
o The importance of successful brand implementation at this critical moment in
Jamestown history
o The unique attributes of the MJP prospect that make him/her an irreplaceable piece
of the puzzle
o That brand drivers contribute more than mere funding
o The passion that you feel for the City and the brand

Market Jamestown Partnership members are expected to contribute to the brand effort
in one or more ways:
o Funding pledge (establish a minimum financial contribution that can be paid in equal
installments over three years. This will provide the necessary resources to continue
brand activities when your current grant monies are exhausted). Generally
speaking, the larger the organization and its resources, the larger the contribution
you can target.
o Volunteer role (The individual or organization has background, manpower,
marketing knowledge or relationships that will help advance the brand)
o In-kind services or potential high brand visibility (a local marketing or graphic design
firm might pledge $5,000 of work. A developer or College might fund pole banners
for parking areas.)
Do not be afraid to ask for a specific dollar contribution or volunteer role. Set a date
to follow-up for an answer (if you don’t get one on the spot).

As you sign on MJP members, you may find that they can be helpful in making the pitch
to other prospects. Ask them to come along if they have a personal or professional
connection to any of your other prospects.
83 of 195

A team approach (including private and public sector members) to managing the brand
furthers the buy-in and adoption of the resulting work. It keeps in mind the big picture
for the community, it weathers changes in political administrations and it provides
additional manpower for implementing brand initiatives. There is no pre-determined
magic number of members for the Market Jamestown Partnership. Make the
membership pitch to those who will bring value to the table.

Financial requirements for brand drivers should include a minimum financial
commitment payable over a three-year period. Typically, North Star recommends a
three year commitment minimum of $10,000. Because Jamestown enjoys the luxury of
grant funding for start-up, you may elect to take pledges now for deferred contributions
to begin in 2012. You may also feel that a lesser contribution level would be sufficient.

Brand drivers may pledge in-kind donations or additional grant funding as part or all of
their financial commitment. For instance, there may be a local ad agency that can
provide graphic design assistance, a printer who can provide brochures, etc. The Brand
and Marketing Manager and BMT should adjust this number as necessary to insure a
successful fundraising campaign and to reflect realistic local economic conditions.

Members of the Market Jamestown Partnership should sign a brand charter pledging
their support and financial commitment to the brand. Level of financial commitment or
other support should be clearly spelled out, including pledged donation amounts, due
dates and other donation information (See Appendix F for sample brand charter and
partnership agreement.)
Members of the Market Gainesville Partnership signing a brand charter

Set a minimum total fundraising goal from all Partnership members of $45,000
($15,000/year x 3). Remember that it is difficult to go back and ask for more money
from the same donors. This fundraising effort will likely provide the primary source of
funding for the brand several years after grant funds run out.

In return, Jamestown should acknowledge all Market Jamestown Partnership members
on their website, in their marketing materials, in newsletters, in a press release, annually
at a City Council meeting and at brand events.
84 of 195

MJP should elect an executive board to be responsible for managing meetings, providing
direction and handling communication among members. Attractors and former BMT
members should hold at least three seats on this board.

Provide Market Jamestown Partnership members with brand pins, brand toolkits and a
Market Jamestown Partnership logo for display and use in their own marketing efforts.
You may wish to develop other Partnership-related premium items such as branded
shirts for members to wear at special events, or certificates recognizing Partnership
participation.

Initially, you may need to meet with your Market Jamestown members fairly frequently.
Host a fun, kick-off meeting to introduce the group to one another and set some initial
goals. Then, plan to meet on a quarterly basis, unless events dictate more frequent
gatherings.
Responsibility: BMM, elected officials, BMT
Priority: 1
Timing: 9-18 months
Cost: Minimal
4. Work with Market Jamestown Partnership to fund and prioritize brand initiatives

While the Brand and Marketing Manager and the BMT will have to make many of the
initial implementation decisions regarding the new brand, Market Jamestown Partnership
representatives should begin providing input as soon as the group has reached a critical
mass. At that point, the Brand and Marketing Manager should meet with MJP to discuss
branding initiatives recommended by this report along with other marketing initiatives
developed by Jamestown.

Prioritize initiatives and determine in-kind sponsors. Market Jamestown Partnership
members may want to fund specific initiatives on top of their on-going financial pledge.
For instance, the Jamestown Jammers and the Jamestown Concert Association may
agree to donate the back cover of their programs to the brand. The YMCA might
sponsor a community wide Up Close and Healthy initiative. Wal-Mart may want to fund
branded banners for their parking lot or t-shirts for sale (as was the case with the
Monticello, Indiana Wal-Mart). The more MJP members know about plans and options
for the brand, the greater the possibility they will find new ways to participate.

Annually, host a joint meeting of MJP, the ad hoc idea incubators and the BMT (until it is
disbanded). Give them an update on brand activities and plans, share success stories
and show how their participation has allowed the brand to grow and develop.
Responsibility: BMM
Priority: 1
Costs: Minimal meeting costs
85 of 195
Objective IV
Situation:
Jamestown offers a diverse menu of enrichment opportunities from first-class arts facilities to
first-class athletic facilities, from the thrill of bird calls to guffaws of laughter. Unfortunately, in
some ways, these venues currently compete against one another for the time, attention and
financial support of local residents and visitors. Combat overlapping and competing messages
by providing one centralized marketing function to provide direction, consistency and
opportunities for cross-promotion.
 Tactics
1. Centralize marketing functions

An audit of marketing materials from the Attractors group shows a wide array of quality
and professionalism. Some have up-to-date websites; others get by with blog pages.
Some sites link to the other attractors, some don’t. Some have out-of-date links no
longer work. Some capture e-mail address for e-newsletters, others don’t. Some have
hard copy newsletters while others have none. Some have staff to help with public
relations and marketing, others are not so fortunate.

During our research phase of the Jamestown project, several Attractors expressed the
opinion that all would benefit from having access to more professional marketing advice.
Earlier in this report, North Star recommended the creation of the position of Brand
and Marketing Manager to be located within the structure of the JRC. It is North Star’s
opinion that this position should also provide a central marketing function for all of the
attractors and for JRC. In this capacity, the Brand and Marketing Manager would review
and coordinate marketing programs for each attraction, ensuring a consistently branded
message and tone, coordinated event and fundraising calendars (interview sources also
mentioned fundraising schedules overlapped during the past season) and professional
expertise for all Attractors.

Among the duties of the office would be:
o Formation of an Attractor Marketing Council (MC) to pull together current
resources and expertise. The Council will help provide strategy, direction and
information for the central marketing effort including tasks listed below.
o Coordination of event schedules to prevent overlap and competing calendars
o Coordination of fundraising calendars to prevent scheduling more than one major
fundraising event on a single day or weekend
86 of 195
o Development of a branded website hub, which would include information about all
Attractors, their facilities and upcoming events (see description of hub, below)
o Creation of a jointly shared Attractor database, using the current e-mail lists of all
those attractors who are capturing e-mail addresses; designing database capture
strategies for those Attractors not currently collecting e-mail addresses
o Creation of a branded monthly e-newsletter that provides fresh, engaging content
about the events, attractions and staff. This newsletter, which could be titled Up
Close, would provide far greater reach for all Attractors than each Attractor using
only their own database. It is possible; indeed likely, that the same people who
enjoy bird watching at RTPI or Audubon might also enjoy Spoon River Anthology
through the Fenton or that hockey families in town for a tournament might stop by
Lucy-Desi. In order not to intrude on the privacy of those who have shared their email addresses in good faith, it will be important to offer an opt-out option with the
first issue of the e-newsletter.
o Development and implementation of a social media strategy for the Attractors
group. Think of the impact if you can quadruple your fans on Facebook and spice up
your Tweets with more compelling information.
o Development of a YouTube strategy for the Attractors and the brand. Though
some, like the Robert H. Jackson Center, have hundreds of videos on YouTube,
others have none. YouTube is a perfect place to post learning videos from LucyDesi on stand-up comedy or improv, from Audubon Center and Sanctuary on their
new Green initiative, from DJDC about great new condo living downtown and so
forth. YouTube also offers a channel to promote Jamestown as a great place for
young people. Here is a YouTube video sponsored by the Roanoke, Virginia CVB
designed to attract young people to the region to work in the tech industry.
http://www.youtube.com/watch?v=e3NsB6RSVzY
http://blogs.bizjournal.com/ticker/2010/09/02/film-about-life-in-roanoke-and-newriver-valleys-debuts-at-nctc-gala/
o Research and consideration of the development of a Jamestown Magnified
fundraising initiative to benefit Attractors, either a one-time effort or a periodic
event.
o Development of cross-promotion activities and events among the Attractors.
Currently, there is a minimal level of coordination, for instance the Audubon
Elderhostel participants pay a visit to RTPI, but they also might enjoy a lesson in
researching their genealogy or learning about the Underground Railroad at the
Fenton History Center.
87 of 195
o Addition of the brand to all current Attractor websites, brochures, ads, social media
pages and so forth.
o Design and implementation of an aggressive public relations campaign to promote
Jamestown as the rightful hub of healthcare, outdoor recreation, culture,
entertainment and enrichment, wine country, athletics, retail and entrepreneurship
in the region.
o Possible publication of a single joint brochure covering all Attractors and their
facilities.
o Combining resources for seasonal joint ads in local and regional media. By
purchasing multiple insertions (6x or 3x), you achieve a lower cost per insertion.
Feature a different Attractor every month.
o Developing cross-packaging among destinations. For instance, consider a Summer
Fling ticket that provides entrance to a special event or show at each of the
destinations. (Six or seven events for one price). Or work together to develop
special events. For instance, Robert H. Jackson Center and Fenton History Center
partner for live re-enactment of dramatic trials at Reg Lenna. Cross-promotions
should be available at each of the destinations and on the website. The Audubon
Center or RTPI might provide a botanical map of outstanding native tree specimens
to visitors at Lakeview Cemetery for the Spoon River Anthology.
o Determining appealing and appropriate methods of displaying the brand at each
organization.
o Integrating brand merchandise into the gift shops of all Attractors.
88 of 195
Responsibility: BMT
Priority: 1
Timing: 6-9 months to initiate discussion
Costs: $40,000 - $60,000 annual salary
2. Create a Close Friends of Jamestown fundraising initiative

Currently, many (though not all) of the Attractors offer some sort of preferred
membership as a fundraising tool. In addition to those individual efforts, consider
implementation of a Close Friends of Jamestown group. Through this program, residents
or interested parties become members of ALL the attractors for one price, including
becoming a Close Friend of Downtown Jamestown.

Memberships could be priced as Individual Friends, Family Friends and Patronage
Friends, with price levels and benefits rising accordingly. Then amp up the recognition
and the TLC you bestow upon these special residents who have magnified their funding
for their hometown. All Close Friends should receive additional perks but those who are
giving the most should immediately recognize that they are receiving special benefits in
return. Those participating at a Patron level often expect both recognition and reward
for their efforts. Especially in today’s tight economy, it is important to meet those
expectations. Below are some thoughts to get you started:
o Design a fun and attractive t-shirt for the Close Friends group. The shirt needs to
have both personality and class so that recipients want to wear it (thus providing
free advertising for the groups.) In addition to some colorful art, you might include
a funny Top 5 Reasons to be a Close Friend of Jamestown or Top 5 Reasons Why
Jamestown Needs Close Friends.
o Provide Close Friends credentials and a welcome package. The credentials might be a
membership ID on a lanyard (think backstage pass or limited access badge). These
credentials should admit Close Friends to special seating areas for parades, special
events at the Attractors, discounted or free brand and Attractor merchandise and
so on.
o Initiate special events especially for your Close Friends. These might include an annual
drinks and dinner gathering, or special Close Friends preview parties or hospitality
tents at regular events. For instance, for the Christmas celebration or Cruise In
downtown, host a special Close Friends Hospitality Tent with beer tastings and a jazz
trio. Set up a membership table outside the tent so you can sign up new Close
Friends. When you debut a new improvement at one of the venues, sponsor a Close
Friends preview. For instance, when the Historic Erie Railroad Depot is completed,
have a Close Friends Preview Night and give your very Close Friends the first peek.
o Pull in other public or private entertainment options for your Friends – consider a
one month pass for skating or walking at the Ice Arena or a one month swim pass at
89 of 195
the YMCA or free concert or theatre tickets at Reg Lenna or free golf cart rental at
a nearby course. Provide Close Friends the best seat in the house at all events and
special backstage tours to find out how things work or to meet the performers.
o Give your Close Friends a job to do. Encourage them to become Ambassadors for
the City. Ask them to talk up Jamestown. Be sure you keep them informed about
all the good things going on throughout the City. Give them input and suggestions
on how to be an Ambassador in their welcome kit and in their newsletter.
o Recognize Close Friends on the hub website and in City publications, with a personal
letter from the Mayor or City Council, in a newspaper ad, on bricks in a plaza, or on
a special public plaque. Close Friends should also be recognized on the individual
organization websites and in their publications.

Close Friends marketing and campaign material should carry the Jamestown Up Close
logo and messaging. Provide Close Friends decals for organizations, businesses and
retailers who become a Close Friend.

Market your Close Friends membership in a visible and proactive manner. Promote the
program prominently on the front page of the new hub and on the websites of the City
and the Attractors using a button link to a special page devoted just to Close Friends
information. Since DJDC will be included in Close Friends proceeds, you may want to
approach retailers and businesses downtown about hosting the link on their websites, as
well. Announce the campaign through local media.

Insure that the Close Friends webpage is lively, fun and details the many exceptional
benefits available from the program. Currently, most Attractor membership
solicitations are very straightforward and text heavy. Give the page a sense of humor
and character that matches the feel of the multiple benefits you have included. Be sure
that you provide a secure site, so that viewers can join via credit card payment on the
spot.
Responsibility: BMM, Attractors, MJP
Priority: 2
Timing: 6 months to initiate discussion
Costs: No cost for conversation, policy creation. Sponsorship/donations for Friends benefits.
Campaign costs covered by proceeds.
3. Take advantage of economies of scale and combined data sources

Centralizing the marketing function of the Atttractors should pay dividends in cost
efficiencies. Orders for branded print marketing pieces can be consolidated and run at
one time. Even if brochures or printed pieces are different, running them on the press
one after another will provide cost savings due to using the same inks. Running
90 of 195
fulfillment pieces and brand premium items through one central ordering source will
help provide more accurate estimates of demand and greater economies of scale.

The Brand and Marketing Manager can also serve as a point of collection and analysis for
visitor information. Attractors should submit whatever visitor survey or visitor
demographic information they collect individually to the BMM. Looking at visitor
numbers and data trends collectively and comparatively can give the BMM better insight
into potential marketing, cross-promotion and cross-packaging opportunities.
91 of 195
OBJECTIVE V
Situation:
One of the goals for Jamestown stakeholders in undertaking this branding initiative was
development of a consistent, unified image. Your brand identity (logo, color palette, line and
graphic design) are the key visual tools in uniting the diverse assets, signage and infrastructure
of the City. Carefully evaluate your communications and environment for opportunities to
encourage residents and visitors to take a closer look at Jamestown. (Please note that
infrastructure suggestions specific to downtown are contained in Objective VII, pg. 78)
 Tactics
1. Create branded merchandise/promotional items

Whether it’s a lapel pin, t-shirt or bottled water, branded merchandise is a tangible,
memorable way to keep the Jamestown message top-of-mind with residents, visitors
and businesses. Work with the BMT and Marketing Council to brainstorm ideas for
creative premium items.

Brand merchandise should be carried at all Attractor gift shops and be featured and sold
at special events. Work with local merchants (particularly downtown) and ask them to
carry brand merchandise, as well.

T-shirts and lapel pins are often a community’s initial selection as they are relatively
inexpensive and can be an important visual component to the brand education effort for
employees, residents and stakeholders. T-shirt ideas include:
o Shirts with joke set-ups
o Shirts with small printed facts which come with a
magnifying glass necklace
o Attractor t-shirts which mimic the Attractor pole
banner and ad designs

A t-shirt design suggestion is on the right.

Beyond t-shirts, there are endless creative and
interesting ways to involve the community in the brand
with specialty items. Here are some ideas:
92 of 195
o Reusable canvas or recycled plastic shopping bags
for the grocery store, the Farmers Market, garden
stores, bakeries, downtown shops, etc. On the
back side, you might include information about
the Audubon Center and Sanctuary’s Green
Spaces initiative.
o Java wraps or disposable placemats for Jamestown
restaurants and coffee houses. Feature Knock
Knock jokes, fun learning puzzles and games, or
interesting historical tidbits about the City. Below
are the Top Ten Knock Knock jokes submitted to
Readers Digest’s Facebook page:
1. Knock! Knock!
Who's there?
Alpaca.
Alpaca who?
Alpaca the trunk, you pack-a the suitcase.
2. Knock! Knock!
Who's there?
Cow
Cow who?
Cows don't "who" they "MOO"
3. Knock! Knock!
Who's there?
Ach.
Ach who?
Bless you!
4. Knock! Knock!
Who's there?
Robin.
Robin who?
Robin' you! So hand over your money!
5. Knock! Knock!
Boo
Boo who?
It's me, why are you crying?
6. Knock! Knock!
Who's there?
Cash.
Cash who?
I didn't realize you were some kind of nut!
7. Knock! Knock!
Who's there..!
Wevill
Wevill who?
We will we will Rock you.
8. Knock! Knock!
Who's there?
Ketchup.
Ketchup who?
Ketchup with me, and I'll tell you!
9. Knock! Knock!
Who's there?
Sam and Janet
Sam and Janet who?
Samenjanet evening.
10. Knock! Knock!
Who's there?
Amos.
Amos who?
A mosquito bit me!
93 of 195
o Die cut photo magnets of your historical downtown structures
o Custom playing cards with logo and/or jokes
o Children’s activity and learning kits:
o Take a Closer Look at Nature for Audubon Center and Sanctuary and RTPI
– Wildflower seeds, gloves and hand spade
– Children’s coloring books
– Simple bird identification guides
– Wayfinding gear such as maps, compass, GPS devices
o Take a Closer Look at Creativity for RTPI, Lucy-Desi, Arts Council and Reg Lenna
– Sketch book, drawing pencils, brushes and paints, model bird kits
– Costume, prop and script kits for simple skits
– Puppets
– Red Wigs and joke books
– Basic books on how to do stand up routines or tell a good joke
o Take a Closer Look at History (or Leadership) for Fenton Center and Robert H. Jackson
Center
– Playing cards with historical events and figures
– Children’s coloring books
– Judge’s robes and gavel
– Child appropriate biographies
– Historical costume kits
o Take a Closer Look at Sports and Fitness
– Pedometers and walking logbooks
– Stop watch
– Mini plastic hockey sticks and pucks
– Children’s books about hockey, sports, fitness
– Nutrition charts
o Take a Closer Look at Jamestown Genius
– Coloring book about Jamestown’s famous residents, inventions, historical
moments
– Inventor’s kit: things to take apart and put together (with branded Crescent
wrench)
– ―What do I want to be‖ books
– Child appropriate biographies
– Viewfinder with picture wheels of Jamestown attractions, events, architecture,
leaders
o
o
o
o
Custom bottled water
Water bottles
Magnifying glasses
Binoculars
94 of 195
o
o
o
o
o
o
o
o
o
o
o
Reading glasses
Up Close and Wonderful (or Personal) breath mints
Up Close and Personal speed dating events
Telescope
Red Lucy wigs
Guitar picks and straps; drum sticks
Disposable camera
Digital picture frames
Key chains with up close photos
License Plates
Branded wind-up chatter teeth, whoopee cushion, or stress ball
o Deck of playing cards featuring ―how-to‖ tips on one side . . . how to tell the perfect
joke, cut your bangs, bank a ball in pool, dice vegetables, etc. Subsidize by partnering
with 52 businesses in town who would like to sponsor a skill relevant to their
business on a card (and get their business name associated with that skill). Could do
the same with a calendar. OR ask Jamestown Community College to be a sponsor
and feature 52 interesting facts taught in their classes.
o T-shirts with some element of Jamestown so close-up it is difficult to tell what it is.
Big, bright and fun.
o Support your designation as the Top Small Golf Town in America with branded golf
merchandise for purchase at local golf courses. Consider golf balls, tees, hats and
towels.
95 of 195
o Use your vivacious, bright logo as a starting point to create custom wrapping paper.
Sell it on-line, at Attractor gift shops, at art galleries, at the bookstore at JCC, in
retail stores. Get extra punch from thank you gifts for VIP’s and economic
development prospects by wrapping them in your custom paper.
www.springwise.com/government/manchester/
http://www.customwrappingpaper.net/?gclid=CM6egJ__7aMCFV
w65QodNGKB3A
o Elite and travel level hockey teams often collect and trade
enamel pins. Develop a cool trading pin with the Jamestown
logo and provide them to players and coaches playing in high
level tournaments at the Jamestown Ice Arena. You might also
develop a Jamestown Up Close and Good Sports pin and start a
tradition of awarding the pins to the team voted to have the best
sportsmanship in each tournament. In addition to giving away
pins at tournaments, sell them at the concession area.
o At the Ice Arena concession stand, sell a
variety of other brand related items including tshirts, water bottles, mini hockey sticks and
souvenir pucks. Water bottles would also be
great at the Audubon Nature Center, RTPI and
sold at DJDC special events. Bottles could also
be an option at Fenton History Center
Walking Tours.
Responsibility: BMM, BMT, MC, MJP
Priority: 1 for selecting premium items for gift shops,
stakeholders
Timing: 6-12 months
Costs:
24oz
100 @ $2.56 = $256.00
250 @ $2.48 = $620.00
500 @ $2.39 = $1,195.00
1000 @ $2.42 = $2,420.00
2. Take the brand on the road with a pop-up retail brand space

As we mentioned in our Trends update, pop-up retail continues to surge in popularity.
Pop-ups seem intimate and local at a time when consumers are craving more
connection. The surprise of an unexpected brand experience creates good will and
enhanced reputation. For more on the psychology of pop-up follow the link below (see
Appendix G).
96 of 195
http://www.psychologytoday.com/blog/the-why-behind-the-buy/201006/pop-retail-whyit-works

Pop-up is particularly important for Jamestown because you do not have a central
downtown Visitors Center in which to create a brand experience. Instead, consider
developing a unique, moveable venue for branded merchandise and a brand experience to
capitalize on the current trend of pop-up and brand place-making. A mobile brand
space/Visitors Center can easily transport the brand message from events at the Ice
Arena or out to RTPI or Audubon Nature Center. It can also travel to grand openings,
special events, hospitals and block parties serving as an ambassador for Jamestown.
Your pop-up can travel to Jamestown Community College to welcome students on the
first day of class (pop-ups are very popular on campuses) or to SUNY Fredonia to
introduce students to Jamestown culture and nightlife (and hand out coupons for area
restaurants or concerts). The limited-time, moveable aspect of the venue helps create
buzz, mystery and interest.

Moveable pop-ups extend your reach far
beyond the Jamestown city limits. Take
yours to regional or area festivals. You can
even make an appearance at special events
in your feeder markets such as Pittsburgh,
Cleveland, Buffalo and Toronto. Louisville,
KY sends a large RV to events in
Indianapolis like the Big 10 basketball
championships. Using brand ambassadors,
Louisville distributed Possibility City
marketing materials, talked to people at
the games and on the streets, handed out
promotional items and placed posters around town. Take your brand on the road when
local students or teams participate in major out-of-town competitions for academics,
the arts or sports. Or take the brand with you to tourism conventions, government
meetings and gatherings in other cities or states, or economic development meetings
and recruiting events.

Pop up venues include RV’s, trailers, food truck type vehicles, Jeeps, Hummers, school
buses. Below is a photo of an EBay mobile pop-up.
97 of 195

Your pop-up should represent the essence of your Jamestown brand. Stock
merchandise from all of the Attractors and the best of your brand premium items. Offer
some locally produced food items such as jams, jellies, sauces from local restaurants or
small producers, local wines, books by local or regional writers, gear from JCC, items
from local arts groups or artists, handheld GPS systems for geocaching, CDs from
regional recording artists, relaxation CDs featuring nature sounds, and books and toys
that represent regional history, culture and so on. In addition, there should be some
sort of interactive experience involved – ideas might be hula hoops in brand colors,
connect-the-dots or kids’ watercolor sheets of local landmarks, or other fun things to
do.

Whenever possible, include an entertainment or performance element in your pop-up.
Consider bands from Infinity Performing Arts; stand-up comics, people who have a
repertoire of interesting bird calls, or Lucy impersonators. If you are travelling outside
the area, give Close Up mini-lectures on topics associated with Jamestown –
international war tribunals, healing power of comedy, laughter therapy, green building
practices, sketching birds and nature, inventions and innovation from Jamestown and so
on.

On your Jamestown hub homepage, include an interactive link with hints about where
the pop-up will appear next: Look Closer for the Jamestown Pop-Up Close and
Wonderful Experience Schedule.

To see an on-line ad for promoting pop-up appearances, follow the link below:
http://www.superfuture.com/supernews/wp-content/uploads/2009/11/parra-pop-uplax.gif
Responsibility: BMM, MJP, MC
Priority: 2
Costs: Acquiring, equipping, decorating and stocking of venue. A vintage 60’s or 70’s Air
Stream might run from $5,000 to $15,000 depending on condition. Repurposing for retail may
add another $1,000 to $5,000. An alternative would be to purchase a ready-made portable,
pop-up trade show booth, which would run $2,000 to $5,000 with custom brand graphics
included.
3. Incorporate the brand into signage
throughout Jamestown

Both residents and visitors should
recognize immediately when they
enter the City of Jamestown AND
easily be able to find their way to
their destination. Entry and
wayfinding signage throughout the
98 of 195
City is critical to achieving that goal. Adoption of the new brand represents an
opportunity to implement an attractive, coordinated, wayfinding system.

Install entry signs on major gateway thoroughfares into Jamestown to provide a sense of
arrival and place. The first priority should be Hwy 60 south of I-86. Wherever possible
at gateway locations, add some pole banners to provide vertical interest and draw the
driver in toward town. In the case of Hwy 60, these banners should be of a sufficient
size and height so that they are easily readable at the posted speed limit.

Pole banners are not an afterthought or a throwaway – they are an important piece of
the overall feel of your downtown area. Develop a complete brand strategy for
downtown pole banners, taking into consideration issues like:
o Overall visual feel and look
o Meshing brand banners and outside
event/organization banners
o Banner content: Do you want to change
banner design/message on different
blocks? (Up Close and Hilarious near
Lucy-Desi; Up Close and Dramatic by
Reg Lenna; Up Close and Entertaining
(for concerts and shows) or Up Close
and Competitive (for sporting events)
near the Ice Arena)
o Optimal banner coverage: geographically
and quantitatively
o What other opportunities currently exist for branded pole banners throughout
Jamestown? College campuses? City Hall? Shopping centers? Bike paths and trails?
Parks facilities? Libraries? Major parking lots? Neighborhood shopping areas?
Develop a banner installation priority plan with guidelines on how and where
banners are to be used and placed. Include in your pole banner plan a list of private
sector corporations, businesses and developments to contact as possible locations
and banner sponsors.
o When you have completed your strategy, formalize it in a pole banner standards
guidebook.

One method of publicizing both
events/attractions and the brand is by
alternating poles. To the right is an
example where St. Louis alternated its
City banners with special event banners
for the Final Four basketball tournament.

In addition to entry signs and banners,
Jamestown should install a directional
wayfinding system to provide guidance to
99 of 195
recreational amenities, historical and cultural amenities, hospitals, and government
services. Be sure to use the brand color palette in your wayfinding signs. Hiring an
expert wayfinding firm is the smartest, fastest, most efficient and accurate way to
develop a comprehensive directional signage system for Jamestown. Below is a
representation of a branded wayfinding system.
Note: It is critical that the Brand and Marketing Manager be involved in the development
process of any new
wayfinding system.
Though he/she will not
have ultimate
responsibility for
developing the system,
the Brand and
Marketing Manager will
spearhead the branding
of the signage and
should participate in the
design and development
process.

The transition from neighborhood to the ―official‖ downtown area of Jamestown is
often fuzzy. In order to provide a sense of arrival in downtown, feature the brand in
decoration crosswalks at the corner of the main intersections on the outer edges of
downtown. Below is an example of what that crosswalk might look like. The logo’s
happy feel lends a feeling of excitement and action.

Jamestown is blessed with a variety of cultural attractions, outdoor venues, and
recreational sites. The Market Jamestown Partnership should compile a list of iconic
locations where the brand can be prominently displayed. After development of the list,
prioritize locations for most efficient use of financial resources. Types of branding
vehicles to consider for these purposes include flags, banners, permanent light
100 of 195
pole/building signs, window signs, and window decals. In addition, the brand or brandrelated images may be painted on buildings or overpasses. Possible locations to start
your discussion include:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o

Restaurants
All Attractors
Chamber of Commerce
Chautauqua County Visitor’s Center
Jamestown Community College
WCA Hospital
Corporate Campuses or headquarters
Public parks
Golf courses
YMCA/YWCA
Trail heads and maps
Hotels
Skate Park
Pools
Cedar Cemetery
Flagpoles (private or public)
To the right is a brand flag for the town of Zionsville, IN
flying at half-mast below the Indiana state flag on
flagpoles at City Hall.
101 of 195

As part of your signage review, create a schedule for updating any old signs currently in
a state of disrepair.
Before
After
Responsibility: BMM, City Planning, MJP
Priority: 1 for pole banner program and first steps of wayfinding/entry signage initiative
Timing: 6-12 months
Costs: 18x24 = $62.75
36x60 = $129.00
60 x 96 = $263.00
4. Expose the brand to riders and drivers throughout the Jamestown region

In today’s fast-paced world, traditional media reaches fewer and fewer people. One of
the most cost-effective means of reaching residents and visitors continues to be
outdoor and transit-related exposure.
102 of 195

Put the brand on outdoor boards to reach commuters, carpooling parents, businessmen
and women, tourists and errand runners. Use the boards to introduce the brand, to
promote your sense of community, to tout your Attractors, to attract and support
economic development efforts, to promote retail activity and special events or brand
activities.

All boards should contain the new brand logo and use brand language.

You may also find it advantageous to rent outdoor space in areas where you are
recruiting economic development prospects or tourists such as Pittsburgh, Toronto and
Cleveland.

Don’t forget to consider partnerships with community organizations like schools to
communicate award-winning programs and noteworthy achievements. Co-brand such
efforts with the Jamestown logo and with the school logo.

Consider contracting with an advertising
agency to maintain a consistent tone and
feel for all your billboard messages and to
insure appropriate use of the brand logo.

Place the brand at city bus stops and on
CARTS transit buses and watch it move throughout Chautauqua
County. Few forms of media have as large an impact or can reach
people in a greater variety of places than a public transportation wrap
or bus board.
Responsibility: BMM
Priority: 2
Timing: 3-12 months
Costs: Excellent opportunity for sponsorship by CARTS. For CARTS
advertising opportunities contact Cheryl Gustafson at 1-800-388-6534. For
area and outdoor board estimates (excluding design) see Appendix H.
5. Export the brand with your local products

For local handcrafts, chocolates, jellies and jams, food products, etc., produce
Jamestown…Up Close and Handmade stickers. Distribute these stickers to the artists and
cooks producing and selling crafts and locally made syrups, jams, jellies and baked goods
and to the boutiques, shops and farmers markets who sell local goods. Busti Cider Mill
and Farm Market would be a perfect partner for this program, as would vendors at the
Jamestown Farmers Market. You can also approach wineries in the Jamestown area
about participating.
103 of 195

In the photo to the right, notice the round stickers
depicting the State of Indiana. These are used by a
specialty foods store in Indiana that carries quality
locally produced food products. The copy on the
sticker reads: Something Special Made in Indiana. As
part of an agricultural area, it is important that you
claim recognition and ownership of the many
wonderful food and craft products grown, canned,
preserved, and created locally.

You can also extend the brand through the timehonored tradition of painting it on the side of a barn or outbuilding.
Responsibility: BMM, MJP
Priority: 3
Timing: 6-24 months
Costs: Round Stickers
1.5‖ Round, Full Color Stickers
20/sheet @ 100 sheets = $3.85/sheet or $385.00
2,000 stickers = $0.19/sticker
6. Develop brand strength through local sports facilities

Jamestown is fortunate to have some top-notch sports facilities available to residents.
Associate the brand with your sports venues by making sure it is visible to athletes and
spectators in a variety of ways.

Introduce the brand to a new market by partnering with Suburban Blend to add the
brand logo to their new indoor skate park. Not only does this idea provide brand
exposure, it gives credibility to the concept that Jamestown supports its young
entrepreneurs and active youthful energy. Also discuss with Suburban Blend the
possibility of offering custom branded skateboard decks. (If the decks can’t be produced
due to cost, have a local artist paint a display deck with the logo and ask the shop to
display it on-line and in the store.)

Consider partnering with the Jamestown
Jammers, the Pony Baseball League, Jamestown
Community College athletics and local schools
to install the logo on athletic fields. The logo
can be sprayed onto grass or manufactured
and inserted into turf fields. See examples
below of logo use with athletic facilities.
104 of 195

If it is too costly to maintain a painted logo throughout the season, reserve the
application for play-offs and tournaments. Or consider placing the logo and line on the
scoreboard instead of the field.

The brand can also be displayed on the bottom of pools or in the center of community
basketball courts.
Priority: 2
Timing: 6-24 months
Costs: TBD based on application. Great opportunity to partner with private sector or public
school system. It is important to establish the brand in at least one or two facilities the first
year.
7. Incorporate the brand into playgrounds,
community fixtures and buildings

Use your new logo to dress up understated
public venues that need a little extra zing. To
the right is an example of the logo painted on
one of your local bandshells.
105 of 195

Turn your standard public fixtures such as benches, trash cans and bike racks into works
of art that are uniquely Jamestown. See some samples from other communities below.

For Jamestown, consider painting your trash containers in brand colors and adding your
new logo.
106 of 195

The City of Columbus, IN, another North Star client, has recently designed new
branded bike racks. The design replicates the stylized ―C‖ found in their logo and uses
the bright primary colors of the brand’s color palette.

In Jamestown, consider pulling out the ―J‖ and the
―T‖ from your logo for bike racks. Racks will
provide a spot of color and some architectural
pizzazz downtown, at Jamestown Community
College, and on hiking/biking paths.

In Nashville, The Music City, when you press the
―walk‖ button to cross the street, you’re
rewarded with a song. In Jamestown, your
recording could be a joke, an infectious laugh or
some birdsong. Or in the Arts District, a
recording of a local band!

Reflect the brand and recognize your heritage by incorporating brand elements
into cool playground fixtures. North Star client Columbus, Indiana was approached by a
developer interested in creating a high-design playground in the atrium of his new
development. Working
together, they decided to
construct the playground using
brand identity elements including
the brand colors and logo.

For Jamestown, consider
construction of a playground
with exploratory, interactive
elements built around your
heritage of innovation. Consider
taking a page from Dayton,
Ohio’s, Inventor’s Riverwalk.
107 of 195
This sculpture garden playground consists of climbable sculptures celebrating Dayton’s
many innovative contributions to modern life. Interactive and accessible, the structures
are designed to engage and educate. For example, a six pack of cans (Dayton is
responsible for the pop-top can) is also an intermittent hydraulic jump fountain. A
representation of an old-fashioned cash register is designed to be climbed through, with
the keys arranged as seats. Each sculpture is accompanied by a plaque with information
about the inventor.

Celebrate your inventions like the Crescent wrench as well as your furniture, wood
products and mattress manufacturing history in your own signature playground.

If an outside sculpture garden along the river seems cost-prohibitive, seek out a
developer and consider the option of an indoor playground like in Columbus. An
indoor playground might make a good addition to potential family-related activities near
the Ice Arena.

Pop-up playgrounds have been hugely popular this summer around New York City.
Thousands of children gathered to play at a variety of locations to play with giant blue
foam interlocking blocks, mats, wagons, fabric, crates and other building materials. The
kids dream up and then build their own playground, creating and rearranging as they go.
The blocks and materials are stored in large, rolling carts that can easily be wheeled into
a truck for transporting from one location to another. Consider investing in your own
pop-up playground which can move about Jamestown for childhood fun. It can easily be
used indoors in the winter, or moved inside or outside the Ice Arena for tournaments
where additional family activities are needed. Read about the pop-ups at the links
below:
http://www.imaginationplayground.org/
http://www.thehighline.org/blog/2010/05/19/a-free-pop-up-playground-for-kids-on-thehigh-line

DigiWall, a computerized, interactive climbing
wall, offers another option for family activity in or
around the Ice Arena. Designed for use in public
spaces, the climbing wall has surround sound and
grips equipped with lights and sensors. Users
(individuals or teams) choose from a variety of
games, challenges and creative experiences
encompassing sound, light, physical activity, speed,
flexibility or tactical skills. Panels can be
customized.
http://www.nypost.com/p/news/local/brooklyn/pop_up_playground_is_child_play_dKV0
ndMrNbeNRa7aGn0rnN
http://www.digiwall.se/
108 of 195

Recreational installations like interactive sculpture gardens, DigiWall and Pop-Up
Playgrounds embody the essence of Jamestown’s creative strategy of learning and
laughter to tickle the senses and engage the mind.
Priority: 1 for installation of some sort of custom application (paint the bandshell, install bike
racks, etc)
Costs: TBD based on design
8. Provide recognition and visibility for those who support the brand

Develop a designation (and logo) to recognize those
organizations, entities and individuals that support your branding
efforts. This list should include the MJP members. Partner logos
should be featured on the websites of those who are assisting
with the brand and on the Jamestown web portal. In addition,
produce a recognition award which can be displayed in their place of business. Below
are two examples of Partner icons, one from Kansas City and one from Columbus,
Indiana.
Priority: 1
Timing: 6-24 months
Costs: Minimal production costs for adding Partners to websites. Production and printing
costs for decals and POP signs.
109 of 195
Objective VI
Situation:
North Star research indicates that Jamestown residents may suffer from negative thinking about
their community. Overcome this obstacle by using brand events and initiatives to remind locals
(and visitors) just why Jamestown is worth a closer look.
 Tactics
1. Give the brand a visible presence in the community with a staged rollout

The issue of how best to introduce a new brand to the community is always a decision
based on community dynamics, widespread organizational support, funding and the
surrounding socio-economic climate. Sometimes eager brand leaders hold a public
rollout ceremony and present their new brand and their background research to the
community at-large. In other cases, a more relaxed rollout phased in over weeks or
months can reap far greater rewards in the long run.

For Jamestown, North Star’s recommendation is a multi-phased brand introduction that
occurs over a period of time. This approach will work better for the brand in the long
run based on several factors:
o Brand management: Until priorities are established among the brand driver
organizations and a position created (and filled) for a Brand and Marketing Manager,
a community-wide rollout is logistically daunting.
o The current economic climate dictates restraint in the type and kind of rollout,
particularly if the activities are partially funded with public money. Instead, move
forward with targeted smaller goals.

The best way to introduce the brand is to put it right to work. Members of the BMT
organizations (and the Brand and Marketing Manager, if already hired) should meet and
decide on their initial priorities for the brand. For instance, Downtown Jamestown may
opt for pole banners downtown and on major entry thoroughfares; the City may install
logos on some vehicles, move forward with gateway and wayfinding signage or paint a
band shell; the Jamestown Savings Bank Ice Arena may put the new brand logo under
the ice; other Attractors might fly brand flags or put pole banners in parking lots.

Once these steps have been quietly achieved, your brand will have a distinguishable
presence in the community. Then, you may choose to host a brand event or introduce
a brand element to an existing event. Either way, whether the event is one day or one
month in length, it should be a celebration of the community, your many assets and of
the benefits of laughter and life-long learning.
110 of 195

The Jamestown brand revolves around the concepts of curiosity, learning new skills,
gathering insights, enjoying life, sharing laughter, looking more closely at everyday things
– all rolled together to create a wonderful, convenient quality of life. The brand projects
you choose should reflect these messages. While the brand should be in evidence
throughout the event, the thrust here is to bring the community together to celebrate
who you are and to accomplish something worthwhile. Here are some ideas to get you
thinking:
o Get a jump on the Neighborhood Revitalization Plan by announcing a City-wide
beautification program. Involve organizations like Scouting groups, school groups,
business groups, service groups and senior groups. Target run-down neighborhoods
or homes with seniors and pitch in with some basic clean-up work – prune, mow,
mulch, rake. Call the program Up Close and Caring.
o Announce a community-wide ―green‖ initiative led by the Audubon Center. Focus
on one behavior change for the entire community (using energy efficient light bulbs,
increased recycling, etc.). Ask people to sign a pledge to become Up Close and
Green or to Take a Closer Look at Green Spaces. Hold educational workshops and
give a complementary light bulb to the first 50 folks that show up.
o Kick off an initiative to decide on an annual community-wide service project.
Residents can submit ideas online or at church services, public meetings, at school,
etc. Set a deadline, then review the concepts and hold a community kick-off to
announce the service project. Ask high school students to pledge 50 hours of
community service each year. Possible names: Up Close and Caring or Up Close and
Giving Back. (Alternative phrasing: Take a Closer Look at…) Give participants in all
of your community service projects a special button or t-shirt with the Up Close and
Caring phrase.
o Involve children in philanthropy with a downtown Penny
Harvest in conjunction with one of your downtown
special events. Kids collect pennies in
their neighborhood or at school, then
bring their ―harvest‖ downtown to
throw in the community pot. Donate
the Penny Harvest to a local charity or
start a fund for senior citizen home
maintenance. To the right are children
surveying the pennies collected at a
New York Penny Harvest.
o Announce a community-wide wellness initiative to lose weight, get healthy and
become fit entitled Up Close and Healthy. Hold free screenings, give flu shots, hand
out pedometers (YMCA might sponsor these efforts), and hold weigh-ins; enjoy a
community–wide walk along the river, at RTPI or Audubon. In many communities,
the initiative is spearheaded by an elected official.
111 of 195
–
–
Indiana’s program is INShape Indiana: http://www.in.gov/inshape/
Louisville has the Mayor’s Healthy Hometown Movement:
http://www.louisvilleky.gov/Health/MHHM/
o Announce the country’s (or at least the region’s) largest canned food drive.
o Make a non-profit, community service fair a part of the festivities. Provide tables or
booths for each of your non-profit service organizations during a major festival or
event. Invite the community (including college students) to come and learn more
about ways to get involved. Some communities have had great success with Teen
Volunteer Fairs, connecting youth to opportunities that have specific appeal to teens.
Read about an award-winning teen volunteer fair in Virginia:
http://www.fairfaxcounty.gov/news/2007/161.htm

Sponsor a Jamestown Up Close and Wonderful Discovery Weekend. Provide free
admission to all the Attractors for a two day period. Host short learning workshops for
children and adults at each location. For instance:
o RTPI could hold sketching, birding or geo-caching sessions
o Audubon could host or kick-off the Up Close and Green initiative
o Fenton History Center could schedule their Girls and Dolls tea or provide
architectural tours of downtown Jamestown
o Lucy-Desi might host a comedy workshop or an open mic stand-up night; or
sponsor a laughing contest (residents demonstrate their best laugh, giggle or guffaw
and the audience votes). Or hold the world’s biggest laugh-in
o Reg Lenna could give behind the scenes backstage tours and lectures on the Buffalo
Bill Cody Billboard
o The Ice Arena might give a brief talk on how they refresh the ice and how the
Zamboni works and/or kick-off the Up Close and Healthy campaign with screenings
and free walking passes
o DJDC should coordinate downtown promotions with retailers to support the event
o Host a web competition to discover Jamestown’s take on the World’s Happiest
Words. Partner with the local newspaper for greater coverage. Recently, a blogger
for the NY Times asked readers to make suggestions. Here are some of the
answers he received:
– I do.
– Yes.
– It’s a boy/girl.
– It’s benign.
– Go back to sleep. I’ll get the baby.
Read more at :
http://schott.blogs.nytimes.com/2010/08/27/weekend-competition-the-happiestwords-in-the-english-language
112 of 195
 Turn Discovery Weekend into a scavenger hunt by printing extreme close-up photos of
elements found at each of the locations. Participants who can fill in the location of all
the photos are entered in a prize drawing. Or ask participants to take funny photos of
themselves at each location. Post the most humorous on your hub website (see pg.
126). Include other iconic locations downtown – public art displays, the historic train
station, the Riverwalk as part of the scavenger hunt. The point of the event is to remind
your residents of all the great assets in Jamestown.
 Extend the fun into downtown by bringing out street performers, local bands, mimes,
barber shop quarters, area comics and improv groups to give live performances. Station
area artists at various venues creating Discovery art work.
 Give away custom fortune cookies with jokes inside through area restaurants and on
the street.
http://www.efortunecookie.com/Details.cfm?ProdID=29&category=0&gclid=CKH_5Jy086MCFQ8E5
QodnEaV1g
 Stage demonstrations and instructional workshops at the new indoor skate park.
 Roll out your pop-up retail brand place and your pop-up playground. Give away
temporary tattoos of the brand logo and sell branded bottled water.
 Ask local chefs to create Tickle Your Senses signature dish to feature on their menu.
Offer specials during Discovery Weekend. Host a Tickler Tasting and let local residents
vote on the best dish. Put voting cards inside downtown retailers and restaurants.
 Produce brand placemats or napkins featuring jokes or bits of wisdom for use in
restaurants during the Discovery event. Create a word search with brand vocabulary and
put it on a placemat for kids.
Note: Even if you do not pursue any of these activities as part of a “rollout” celebration, they should
still be considered for brand implementation in their own right. These types of events embody the
essence of the brand; they are relatively affordable and attractive to sponsors.
Responsibility: BMM, BMT, MJP, MC, public officials, community organizations
Priority: 2
(Note: This is a mid-priority tactic because it IS possible to implement your brand effectively without
ever holding this celebration event. Determining whether to conduct the event is the job of all parties
mentioned above and is based on the political landscape, the attitude of residents toward this type of
initiative, funds available, etc.)
Costs: Cost associated with promotional items or programs included in celebration.
113 of 195
2. Use the brand to motivate and recognize neighborhood revitalization

Jamestown is currently considering next steps for moving forward with its
Neighborhood Revitalization plan. Many of the points made in the study by czbLLC
have already been addressed in this plan, including:
o Creation of a position for Marketing and Volunteer Coordinator
o Creating gateway entry points into the greater Jamestown area
o Creating community spirit by bringing residents together to work on community
projects and to play at special events
o Helping seniors and disabled with home and yard maintenance

You can also use the Up Close brand to address some other plan recommendations:
o Assemble a volunteer team to define and address problems like rusting fences in
disrepair, graffiti, signs falling off structures, old tire storage, litter and other issues
that affect community pride. Call this group or groups the Look Closer for
Community Pride Team(s). If you choose for them to correspond with offending
property owners as suggested in the Neighborhood Plan, consider printing some
Look Closer letterhead to give their communication extra weight. (Other naming
ideas include Look Closer Together or Clean Up Close Team.)
o Develop an annual curb appeal challenge. Call this program Jamestown…Ready for
Our Close-Up or Close-Up Challenge for short. Solicit area retailers such as Lowes,
Home Depot or local hardware stores to host on-going workshops on landscaping,
home repair, paint colors and other home maintenance skills. Sign up residents to
participate in the challenge at the workshops. As an incentive to participate, ask the
participating stores to provide coupons.
o Advertise the Close-Up Challenge in the paper and provide recognition for your
workshop sponsors.
o When a registered participant is nearing completion of his project, provide a yard
sign to recognize the property improvements. Some examples are shown below.
114 of 195
3. Reveal your assets with a branded Geocache Treasure Hunt

Geocaching is a high-tech form of treasure hunting perfect
for discovering more about Jamestown. Cachers use
handheld GPS devices to find hidden treasures. Interesting
riddles about the locations spice up the hunt. In the caches,
place some interesting facts or trinkets associated with the
Jamestown (i.e. bird trading cards, plastic insects, mini
whoopee cushions, tiny toy wrenches, mini hockey pucks).
All caches have a branded logbook, which ―cachers‖ sign
when they discover the spot. Wayfaring is the same
115 of 195
activity without the treasures involved. Host a geocache workshop at RTPI or at the
Audubon Center and then construct your own geocached treasure hunt.

Last summer the Asheville, NC CVB sponsored the Ultimate AsheCache with prizes
donated by local merchants in categories like Couples Cache (prizes: rafting for two
with picnic lunch, couples massage, $50 gift card for an arts performance), Arts Cache
(prizes: gift certificates for arts purchase in studios or galleries, gift certificates for
performances), Culinary Cache (gift certificates for various restaurants, cafes, coffee
houses, cooking stores). For the brand launch, consider your own Jamestown Up Close
and Wonderful cache hunt.
For further information about the Asheville, NC geocache:
http://www.exploreasheville.com/geocaching/top-geocaches-in-asheville/index.aspx

Ask residents to submit photos of themselves at the cache locations around town
through the brand website or web portal. Enter those who share photos in a drawing
for a donated GPS or branded merchandise. Feature the best photos on the site.
Responsibility: BMM, MJP, MC
Priority: 3
Costs: Yard Signs
24x28 Yard Sign, Double sided, Full Color
8 @ $2.37 = $98.98
+ Steel Frame = $27.95
4. Work through the schools to get children involved

Introduce school children to the idea of the brand with a community-wide school art
contest. Ask the students to interpret the brand concepts through art or photography:
what does Up Close and Wonderful mean to you? Suggest that each school hold an art
exhibit of their students’ finished work (supply the schools with the brand logo to
display at the exhibit). Enlist local dignitaries to help judge the exhibit and ―hang‖ the
winning pieces in downtown restaurants, at Attractor locations, in City Hall or at JCC.
Host a reception for the winners. Continue to display the pieces in empty storefronts
or in local businesses after the exhibition closes.

Partner with the school districts to develop and produce an educational unit for
students to study on a brand-related initiative. Topics might include volunteering and
philanthropy, sustainability and environmental issues or the benefits of eating local food
or being healthy. Hold seminar discussions with high school and college-age students,
teachers and professors to discuss these brand-related topics. Why do they think
Jamestown has been recognized with so many awards? What will you need to do in the
future to continue to be an award-winning community?
116 of 195

Produce an Up Close and Caring or Up Close and Historical unit on community service or
local history for Boy and Girl Scout groups to earn a badge.

Sponsor an Up Close photo contest for kids. Give school kids in different grades and
locations disposable cameras with the challenge of looking at Jamestown from a different
perspective – close up. Students might also submit photos electronically. Share photos
in a special exhibit with an opening night as in the art exhibit. Turn the best of the
photos into a series of billboards, postcards or a calendar or enlarge and put in empty
storefronts.

Sponsor a student led Up Close and Changing the Community interview project. Students
contact and interview a local, regional or national figure that they feel has made a
difference for their family, their school, their friends or their community. Encourage
students to capture the interviews on video. Publish the essays in a book or as a series
in the local paper. Post the video interviews on YouTube.

Encourage creativity in middle and high school students using a program like TreeRing
that allows schools to create individually customized yearbooks. School yearbook staff
creates traditional core yearbook content, but students or parents customize the core
using a combination of personal photos and information captured about each student’s
stage of life. State-of-the-art digital printing can produce yearbooks with four
completely customized pages in a price range of $10-$25. Since ordering and payment
are handled completely on-line, school administrative staff do not have the chore of
keeping up with checks and paying the yearbook publisher.

Make the yearbook part of an initiative to impart self-esteem and creative confidence to
Jamestown young people. Include workshops on bullying, boyfriend abuse, drugs,
alcohol and getting into college as part of the program.
http://www.treering.com/
Responsibility: BMM, MJP members involved with schools
Priority: 2
Timing: 6-24 months
Costs: Minimal program material costs.
5. Certify Jamestown as an Official Wildlife Habitat Community

Engage the Audubon Center and RTPI to launch an effort certifying Jamestown as an
Official Wildlife Habitat Community through the National Wildlife Federation. A
Community Wildlife Habitat project seeks to create an environment where people, flora
and fauna can all prosper. Currently, there are NO certified Wildlife Habitat
Communities in New York State – Jamestown can be the first!
117 of 195

Certification involves education (teaching residents about sustainable gardening, organic
fertilizers and pesticides, creating habitats within the home, yards and garden that are
attractive to birds, butterflies, bees, and wildlife, etc.) and community events such as
stream clean-ups or garbage removal. Residents adjust plantings in their yards and
gardens to include features compatible with wildlife. Individual properties, public
properties (schools and parks) and communities that achieve certification are
acknowledged with plaques for display in their yards.
Learn more about certification at:
http://www.nwf.org/community/index.cfm
Responsibility: BMM
Priority: 3
Timing: 6-24 months
Costs: No hard costs associated with
organizing.
6. Learn more about your local success stories

Sponsor an interview series with residents who have achieved great success in one or
more areas of their life. This Up Close and Wonderful series should provide intimate
glimpses with business, social and cultural leaders. Get a glimpse into their childhood,
defining moments in their life, obstacles overcome, passions and so forth. Feature the
interviews in the newspaper, on the hub website local cable channels, in Chamber
publications.

Solicit stories from residents about their most influential learning moments in life. It
might be wisdom passed down from a parent, a teachable moment in the classroom, a
lesson learned from a workplace mentor, self-knowledge attained through outdoor
activities such as hiking or whitewater rafting or lessons learned in the school of hard
knocks. Collect the stories and feature them in a Jamestown Book of Learning. You
can use the same concept for stories of laughter and joy.
Responsibility: BMM
Priority: 3
Timing: 6-24 months
Costs: No hard costs associated with interviews.
7. Build self-esteem early-on in the school system

Develop a good sportsmanship educational unit to be used in middle and high school.
Address issues such as team play, motivation, hazing, treating others with respect and
winning/losing with character. Title the program ―A Closer Look at Sportsmanship‖.
Ask each athletic team to complete a community service project as part of the program
and each individual (and their parents) to sign a Sportsmanship Pledge.
118 of 195

Begin an athlete mentoring and role model program where older athletes meet with
middle school athletes several times a year.

Start an official role model poster program to discourage unhealthy behaviors like
smoking and drinking. Select well-respected athletes and feature them on the posters.
See an example of a role-model poster program sponsored by the Indiana High School
Athletic Association at the link below.
http://www.ihsaa.org/dnn/Schools/RoleModelProgram/200910/SpringSports/tabid/817/De
fault.aspx
Responsibility: BMM, public school system
Priority: 3
Costs: Excellent opportunities for sponsorship
8. Recognize Jamestown Up Close and Wonderful individuals and organizations

Businesses, retailers, restaurants, organizations or individuals who are icons to the
Jamestown community should be recognized. Recipients might be those who have
broken new ground in their industry, spearheaded a major community initiative, or
established a local icon that’s been around so long they have become part of the fabric of
Jamestown (Carlson’s Jewelry Smithing, for example). They might be educators,
performers, volunteers, business owners, entrepreneurs, public servants, attractions, nonprofits or restaurants. They might even be a geographic feature, historic building or a
prominent person from Jamestown’s past.

Recognize these community drivers by developing an official seal that certifies them as Up
Close and Wonderful.

The Up Close and Wonderful Award should be presented at a ceremony or dinner
worthy of the honor. It might be held at a City Council meeting or be hosted by a Market
Jamestown partner. Follow the ceremony with a reception so that the guests and
recipients have an opportunity to mingle.

Allow residents and visitors to participate in the selection process by nominating potential
recipients online. Invite the public to the Certification Ceremony.

Provide a Certified Jamestown Up Close and Wonderful sign or certificate which can be
displayed in windows and at POS for retail establishments, attractions, or historical
structures or on the desks of individuals.
Responsibility: BMM, BMT, MJP
Priority: 3
Costs: TBD based on size of tribute and number of honorees
119 of 195
Objective VII
organizations
Situation:
The brand and brand messages should be reflected universally throughout the City of
Jamestown’s communication vehicles, as well as through those of the Attractors. A consistent
branded look and feel throughout all these communications vehicles means a consistent brand
message and greater brand recognition and acceptance. Make the brand a part of an organized,
joint communications strategy from website to newsletters.
 Tactics
1. Build the resident and employee e-mail database

It is extremely important to continue to establish an organized method of electronic
communications with area residents, businesses and employees. Electronic
communications are the quickest, most cost-effective, and most useful method of
disseminating news about City operations, Attractors, Chamber events, local issues and
initiatives, tourism promotions, economic development and all other events of note
throughout the region. Therefore, increasing electronic communications (and thus the
database) should be a primary initiative across the board for brand integration. Make it
a goal by the end of Year 1 brand implementation to capture e-mail addresses of at least
25% of your residential database. By the end of Year 2, work to increase by another
25%. Each organization (City government, each Attractor, JRC) should create and
maintain specialized databases of users, potential users and niche specific markets.
Then, merge and purge all these databases to create a single, comprehensive database
for general brand/community electronic communications.

Make sure you have e-mail addresses of BMT/Attractor employees. While work
addresses are okay, home e-mail addresses are better – they offer the opportunity to be
read by more people. Encourage employees to share their home e-mail addresses by
offering a brand prize for the department or organization that collects the highest
percentage and/or for the employee who collects the most addresses.

Ask your Market Jamestown Partners for their assistance in collecting the home e-mail
addresses of their employees and patrons (if they are not represented on BMT).

Continue pushing the collection of resident e-mail information on all your partner
websites, at all community events/festivals, in employee and resident publications, etc.
To increase participation, put all those who submit their e-mail addresses into a drawing
for an Up Close and Wonderful prize such as tickets to a show, concert or sporting
event; a gift certificate to a local restaurant; or a premium branded merchandise prize.
The prize should reflect the spirit and diversity of entertainment and enrichment
opportunities in Jamestown.
120 of 195

Collect e-mail addresses for residents and visitors at Parks and Recreation facilities and
programs, all Attractor locations, Arts Council exhibits and events, downtown events,
local high school athletic and cultural events, area festivals and anywhere else folks
gather. Give away inexpensive premium items to those who take the time to share their
e-mail address.

Be sure that all BMT websites and their affiliated organizations, offer an ―opt-in‖ option
for e-mail communications, brand prize drawings, special event notices and so on.
Capturing e-mail addresses through these affiliated websites is quick, inexpensive and
easy. For maximum exposure, place the ―opt-in‖ button on the front page of all
websites for visibility and participation.

Include the local newspaper and area radio stations in your campaign. Ask these media
outlets to participate as sponsors by running ads and stories on the e-mail address
initiative. Increase participation through promotion of the contests.
Priority: 1
Timing: 3 months
Costs: Cost of contest prizes (solicit donations and sponsorships to keep costs low).
2. E-mail residents an electronic newsletter

Continue to broaden the scope of the City of Jamestown publications. Develop a
quarterly publication called Jamestown Up Close which provides updates on issues of
community interest: public safety, neighborhood redevelopment, business and retail,
downtown, the Attractors, and economic development issues. One centrally produced
publication is more time and labor-efficient, and offers the opportunity to cover a wider
range of issues (and develop a larger audience) than a newsletter that focuses on just
one issue.

Use the newsletter to educate residents on elements of the new brand including plans
for the brand with regard to events and attractions, City of Jamestown, economic
development, the downtown area, signage, etc. Lancaster, CA has had great success
with a similar initiative sponsored by the City’s economic development department.
(See Appendix I for copy of Lancaster newsletter)

Each issue, profile the success of a City department or a local organization/attraction,
focusing on behind the scenes information and new developments. Through people
profiles, humorous anecdotes or interesting facts and trivia, provide the reader with an
inside peak at each featured organization.
121 of 195

Introduce an interactive component to the publication. Include reader surveys, ask
readers to submit photos to a Jamestown Flickr site or to the Brand and Marketing
Manager for a photo contest. Ask readers to share their favorite free local activities,
techniques for green gardening or penny-pinching tips.

When you begin your profile series on Jamestown community leaders, include these in
your newsletter, as well.

Annual reports of the City of Jamestown or any of the Attractors should also be
compiled and presented in an electronic format.

Encourage recipients of the newsletter to forward it on to family and friends – near and
far.

If the City of Jamestown prepares an annual report, it should be distributed
electronically, as well.
Responsibility: BMM
Priority: 2 for newsletter, 3 for annual report
Timing: Start with newsletter within 12 months.
Costs: No hard cost for electronic communications other than staff time to write.
3. Add the brand to other City of Jamestown publications

Be sure to brand other communications vehicles, as well as departmental newsletters.
For instance, the City of Jamestown Parks and Recreation Department may produce
program registration booklets and forms (both printed and electronic), all of which
should carry your new brand proudly. Add the brand logo in a prominent spot, and
include brand vocabulary in headlines and content.

Though your Chamber of Commerce and CVB are both county-wide organizations,
they should be willing to involve the new brand with their publications, as well. Work
with both groups to add the new logo and a story about the brand to their
communications.

After you have introduced the brand into the publications of organizations directly
affiliated with the City of Jamestown, move on and approach local institutions and
businesses. WCA Hospital and Jamestown Community College might agree to run a
story about the new brand in their newsletters or they may be able to feature the new
brand logo. Approach these groups about sharing databases, and including the brand in
both their external and internal communications. This kind of cross-communications
helps the brand develop a City-wide acceptance. Do the public school systems have an
annual report? Work with them to help them brand it! How about the YMCA?
122 of 195

Don’t forget your entrepreneurs. Suburban Blend does a masterful job of marketing
their store via their website, their blog and YouTube videos. Work with them to
provide a logo version that fits their audience Jamestown Up Close and Stoked (meaning
fired up about skateboards).
Priority: 1
Timing: 9-18 months
Costs: No hard cost for adding brand messages to existing communications of area
organizations.
4. Enter the world of new media

Make it a priority to monitor and participate in the media of the new millennia.
Regularly check the City of Jamestown listing in Wikipedia. Update your information
with news about the new brand and the community identity project. If information is
missing, false or misleading, submit a correction. Wikipedia is a community-based
resource and thus the listing is the work and opinion of many. Wikipedia has also
become one of the top reference resources in the online world. In most searches, the
Wikipedia entry appears near the top of the list. Don’t leave the brand background or
information about Jamestown to chance, submit your own Wikipedia update on the
brand implementation, message and background. Add the thoughts and rationale behind
the brand to the Jamestown entry and check back periodically for information that
needs to be corrected or added.

Step boldly forward into the world of new media with Facebook, Twitter, Flickr and
YouTube sites for the new brand. Once thought to be the domain of high school and
college students, recent research shows that the fastest growing user demographic on
Facebook is 35 years and up. And Twitter has experienced an exponential rise in
participants of all ages, with growth of 1400% in the past year.

Utilizing these types of communications channels is a wise decision based on the low
cost, the real time dissemination of information and the audience. The question is how
to maximize the potential? Ask members of the NextGen group and your downtown
entrepreneurs to serve as your guide. Hold a focus group and ask for suggestions on
what kind of information would be helpful from which types of media. Gather
suggestions on how to increase your followers and fans and on developing appropriately
engaging content.

In step with the current trend toward increased community service and volunteerism,
use social media to encourage community involvement with sign-up pages, organizations
for volunteering and personal stories of locals who are participating in your Up Close and
Caring program. Include features and photos about individual volunteers, projects or
organizations. Be sure to brand your new pages and ask visitors to your site to provide
123 of 195
e-mail addresses. Facebook, Twitter and YouTube also work well for special events and
attractions’ promotions.

Add links for your brand social media sites as icons embedded underneath the signature
of City and Attractor employees in their e-mails. Also provide links to the brand sites
on all Attractor webpages. This provides visibility and encourages readers to click
through to the sites immediately.

Use the power of YouTube to promote the brand message and to bring the power of
video to your communications. Here are some ideas for videos:
o Profiles and interviews with Up Close and Wonderful Award Winners
o Videos of City Council meetings
o Fun, educational videos for children on topics such as fire safety, water safety and
similar products
o Brief, informative or how-to videos from Attractors on content related to their
individual missions.
o Videos of locals telling their favorites jokes
o Videos showing Jamestown babies laughing
o How-to videos from area chefs demonstrating how to make a restaurant quality dish
at home
o How-to videos from Suburban Blend on basic skateboard tricks and from Labyrinth
on scheduled performers
o Short instructional videos from local professors
o Architectural tour videos from Fenton History Center
o Link to Robert H. Jackson’s many YouTube videos
o Bird watching and bird calling videos
o On-line video of Buffalo Bill Cody Billboard historic panels at Reg Lenna
o Video competitions among high school and college students for short films
interpreting the Up Close and Wonderful aspects of Jamestown
o City-produced marketing videos that demonstrate visually why Jamestown is a
wonderful place for tourists, entrepreneurs, and young people.

Implement Twitter for all kinds of announcements, reminders and updates. Continue to
expand your use to other applications, as well. Below are some ideas currently being
used by other cities:
o Public works: updates on road projects, weather warnings, possible traffic delays,
sewer main breaks, water outages, boil water updates. Grand openings of City
facilities.
o New job postings
o Public Safety: major arrests, crime initiatives, real-time information during festivals
and events regarding traffic congestion and detours, information about missing
persons or escaped criminals, anonymous tips
o Economic Development: announcements of new projects, new sites available,
quality of life and amenities, special events
124 of 195
o A Day in the Life of: 24 hours of Tweets from venues around Jamestown. The
Mayor, a backstage crew member working a show at Reg Lenna, an artist, a birder, a
deceased historical figure, a tournament hockey player, a budding young comic, a
Jamestown street corner.
o Promote events and provide color commentary and updates from local festivals
o Call residents to action for a community service day
o Tweet a daily joke or bit of knowledge

When you have established a critical mass of Twitter followers, call
them together for a Twestival to meet, greet, tweet, learn a little about
the City of Jamestown and help out a local cause. Check out the
following link to learn about the 2009 Twestival in Nashville, TN.
http://Nashville.twestival.com/

Enroll Jamestown in Nixle, a community communications and
announcements service. Use Nixle to send announcements from the
City to resident’s phones. Local retailers can send coupons and
promotions information via Nixle for a fee.
www.nixle.com

Get going with Foursquare, an app for phones that allows users to
share their location with friends by ―checking in‖ at locations around
town. An easy way to recommend restaurants, exhibits at museums,
new stores or to see if any of your friends are attending the same
concert you are. Those who check in most often at a venue become
the ―mayor‖. Participating attractions and retailers offer a variety of
discounts for Foursquare users:
o Mayor Specials: Daily discounts or freebies for the mayor
o Check-in specials: unlocked when you’ve been to a venue multiple
times (Foursquare says you’ve visited 10 times – that means a free
drink for you!)
o Wildcard Specials: verify extra conditions to quality
– (Show me your ―Foursquare Swarm Badge and get 10% off. Foursquare players
earn their swarm badge by checking into a location where 50 other people have
checked in during the last three hours – a sporting event, for instance.)
Check how your venue is performing over time using Foursquare analytics.
www.foursquare.com

Develop an iLaugh app for smart phones. Click for a variety of infectious, entertaining,
amusing or annoying laughter sounds.

Monitoring and updating social media outlets is an important, but time-consuming job.
Some North Star client communities devote a full-time position to this responsibility. It
would be beneficial for the members of the BMT to meet and consider whether or not
125 of 195
it might be to your advantage to share a New Media Coordinator position. This staff
person could handle the gradual introduction of new media techniques into the
marketing plans of all the BMT organizations, refresh and update content and monitor
activity. (See Appendix J for a sample New Media Coordinator job description and
Appendix K for a bibliography of Social Media White Papers and resources.)
Responsibility: BMM
Priority: 2
Costs: Minimal hard cost for using social media unless a coordinator position is created.
5. Develop a branded City-wide web portal

In this electronic information age, websites are absolutely critical to any communications
plan. As computers become more affordable and high-speed access readily available,
web usage will continue to increase (Americans currently average more than 100 hours
per person per month online). Already, the internet is the fastest growing new
information medium of all time. In addition, internet communications are an extremely
affordable way to share your message and reach both residents and visitors – at the
time and place most convenient for them.

As part of your new coordinated
approach to messaging, a single
Jamestown…Up Close and Wonderful
website should exist as the hub for
all information regarding Jamestown.
This central portal should reflect the
brand in both design and content and
should link to all City of Jamestown
elected officials and departments,
area Attractors, Jamestown
Renaissance Corporation, local
foundations such as the Gebbie
Foundation and the Chautauqua
Community Foundation, arts groups
such as the Arts Council and Infinity,
neighborhood groups, and major
community initiatives such as the
Neighborhood Restoration Program.
This type of centralization allows
internet users to easily find and
access comprehensive information
while each organization maintains
their independence. The URLs jamestownupclose.com and wonderfuljamestown.com
are available and have been reserved for a year for Jamestown by North Star.
126 of 195

Use the portal to tell the brand story of Jamestown in interesting and unique ways.
Employ interactive elements, video, sound and/or animation to illustrate the brand
concept of Jamestown Up Close. Imagine the sounds of bird calls on your hub page, or
audio of a stirring oration by Robert H. Jackson. Imagine a website that features a new
joke every week or short learning videos from the attractors. Create a site where fun
and learning combine to create a total web experience. Instead of an arrow, feature a
magnifying glass cursor.

The Brand and Marketing Manager should be in charge of changing the editorial content
and keeping it fresh. The topics and possibilities are practically limitless, but some
potential angles include:
o My Jamestown – Up Close and Personal This page might feature short descriptions by
locals and experts of their favorite fishing spots, trails, restaurants, shopping finds,
skateboard spots and hang-outs in the Jamestown area. For instance, a local
skateboarder shares his favorite spot for practicing a specific trick, a chef reveals
where he’d go for a great meal, a local artist tells where to buy affordable
contemporary art, or a dog owner shares the best spot for hiking with your pooch.
o Create a commercial contest – Sponsor a contest for locals or visitors to submit short
commercials about the Up Close brand. Participants submit videos showcasing what
the Up Close brand means to them. Is Jamestown Up Close and Friendly? Up Close
and Funny? Up Close and Musical? Open a YouTube site for people to post their
entries. Upload the best of the videos onto the portal and allow site visitors to vote
for a winner. (Until you can get a central portal in operation, you can host the
commercial competition on YouTube alone.)
o Recreation news updates – Up Close and Fun. Include times and dates of program
registration, unique programming offerings, special events and operating fees and
hours for golf courses, information about facilities and so on.
o Showcase local schools Provide a spot for local schools to post student artwork or
essays, videos of choral or band concerts, athletic highlights and more. Refreshing
school content regularly helps ensure many repeat visits to the website by parents,
friends and teachers. Call this page of the site Up Close and Learning.
o Neighborhood hot spots – Up Close and Neighborly. Serve as a link for neighbors and
neighborhoods by providing a forum page where registered users can discuss their
ideas for neighborhood improvements. Ask residents to list the things they love
about their neighborhood and things they would like to see changed or improved.
Have a virtual neighborhood garage sale. Provide a spot where neighbors can share
recipes and entertainment ideas for various seasons, holidays and special events.
Share facts and figures about each neighborhood such as history, architectural styles
and significance, interesting residents past and present, median home prices, and so
on. Provide on-line tools for planning a neighborhood block party. To support
127 of 195
Neighborhood Revitalization efforts, post before and after photos of “Ready for my
Close-Up‖ properties and blocks.
o Interview homeowners about their remodeling/maintenance experience. Interview
tenants to get comments on the benefits of living in a property that’s being properly
maintained.
o On the economic development and/or young entrepreneur page feature a series of
Up Close and Successful business profiles.
o Provide a daily/weekly joke or fact of the day or interesting vocabulary word (again
think Readers Digest.)
o Scavenger hunts – If you didn’t organize a scavenger hunt during Discovery Week,
try hosting an Up Close ―virtual‖ scavenger hunt on the web hub to encourage
residents to learn more about their City and its neighborhoods. Post pictures of a
unique architectural element somewhere in town, an interesting street corner, a bit
of an iconic business sign, a special nature scene, a portion of a piece of your public
art from different spots around town objects/events from the attractors. Make sure
these photos are true close-ups showing only part of the total scene. For each item,
give some geographic boundaries of its location. Participants can e-mail in the
address or venue of the scavenger hunt items. Have a prize drawing for each item
found and a LARGE prize drawing for those participants who find ALL the items.
This is similar to the Amazing County program, but should be more Jamestown
focused and brand related.
o Launch Jamestown: Up Close and Just Saying. Develop a regular schedule of bloggers
who write about issues of importance to the Jamestown community. You might
have a blogger covering the subject of downtown redevelopment, a blogger from
arts/culture, a blogger on outdoor recreation and certainly a college or young
entrepreneur blogger who shares the youth perspective. Include City staff and
elected officials in the blogging schedule. Staff can write about their jobs – i.e., what
is a day in the life of a Jamestown police or fireman like? What are the dirtiest jobs
in town? What are the innovative technologies being used in storm water
management these days? Upload videos showing the technology being used in
various departments. Feature interesting and diverse writers who share thoughts on
issues related to the brand – exploration, creativity, discovery, engagement, humor,
conservation, ecology, the sporting life and more.
o Online maps for trails and parks– Include trails for hiking, biking, and other outdoor
activities. Don’t forget maps of walking trails along the River and local/regional
parks with legends showing activities (fishing, swimming, and so on).
o Provide access to ongoing communication – Be sure to include the opportunity for
website portal visitors to opt-in for newsletters, e-blasts and other communication
128 of 195
vehicles. Provide access to past issues of Jamestown Up Close newsletter. Allow site
visitors to also opt-in for individual Attractor newsletters on the portal.
o Use lots of photos and fun graphics on the portal to grab the attention of your
visitors right away. This is the perfect spot to feature the entries in a photo contest
(with close-up perspectives) or the winner of an interpretive photo essay.
o Create an Up Close and Playful calendar offering a central view of all the kid/family
oriented activities for a given week or month. PlayPlanIt is a family friendly calendar
available in San Francisco. The service is funded through advertising by local
businesses.
http://playplanit.com/
o Set up an on-line store featuring brand merchandise as well as merchandise from
each of the Attractors.

A central portal is a win-win for all involved. Residents and visitors enjoy the ease of
finding all the information they need on one site. Everyone shares and benefits from the
traffic that others bring to the site. The portal can be a powerful communication tool
for connecting the many diverse online initiatives and organizations throughout the City.
In addition, managed with creativity and care, it can become a valued window into all
that makes Jamestown unique. The key is to make the site fun, colorful, entertaining,
interactive, thought-provoking, informative AND BRANDED. Make it a one-stop shop
for everything you need to know about Jamestown. Remember, the portal should be
designed from the consumer’s point-of-view.

For examples of how a
central portal can work,
check out the following
North Star clients:
McKinney, TX site
www.uniquebynature.or
g , Dayton, OH
www.daytonoriginals.or
g , Warrensburg, MO
www.goburg.com .
Notice that in each instance, the brand is carried from the
URL to the portal to each website link. And yet each of the
sites maintains its own individuality.

The City of McKinney website won the award for best site in
the state of Texas for 2006. On the Warrensburg website,
notice the page option across the top toolbar for military
families and newcomers – a nice amenity for a military
community.
129 of 195

For another example of how a brand portal can work, look at Louisville’s recently
launched portal site: http://www.possibilityCity.com./ (Be sure to scroll down on the
landing page to see all the goodies! Then click on topics up top.) Things to note about
this site include its design and tone (fun, interesting, engaging and not too serious). Also
of interest is the ability to interact with the site; you can type in a comment or question
or observation about the City, and it will be answered by a real person. You can also
sign up to become a Friend of Lou, which takes you to another website with additional
opportunities to vote, sign up for newsletters and interact:
http://friendoflou.com/index.php .
These sites are jointly managed by the City of Louisville, the Chamber of Commerce
and the CVB. Links to these three entities are provided at the bottom of their portal
webpage.
Note: Even if you decide that creation of a web portal is not financially feasible, all Attractors and the
City of Jamestown should move forward with implementation of brand colors and descriptive vocabulary
on their individual websites.
Responsibility: BMM, Marketing Council (MC)
Priority: 1for discussion of feasibility and integration of brand into Attractor websites
Timing: 6 months to initiate discussion
Costs: Design and construction of an attractive, interactive website: $50,000 and up.
6. Update your web communications
Today the whole world has instant access to your communication pieces via the
internet. No medium is more powerful in reaching people with more information. To
communicate your true community spirit, evaluate all brand-related websites and make
sure they are easy-to-use, interesting, informative, interactive and attractive.
130 of 195
First, spend some time clicking around at sites of other municipalities – their
government sites, chamber sites, tourism sites, economic development sites, public
education sites, parks and recreation sites and so on. Look at the information from a
consumer’s point of view – is the site fun, visually attractive, INTERACTIVE, well
organized, informative and easy to use and follow? Is it easy for citizens to do
government business online (pay tickets, pay utility bills, download forms, report
potholes, apply for permits) and to get information (interactive maps with park
locations, hospital locations, locations of City services and attractions). Check out the
websites of 2010 website award winners from the recent City-County Communications
and Marketing Association Convention (the winners below are in the population
category under 45,000.
Park City, UT
http://www.parkcity.org/
Germantown, TN
http://www.germantown-tn.gov/
Montrose, CO
http://www.montrose.org/
(This is an example of a web portal by a North Star client. The project involved linking
and bringing together five different existing sites).
To read the judges’ comments and see the winners in other population categories,
including the following North Star clients, visit the link below.
http://www.3cma.org/DocumentView.aspx?DID=880
Northport, Fl an award winner in the 46,000 – 112,000 population category
Lancaster, CA a winner in the over 112,000 population catergory
Dublin, OH Irish Festival a winner in the Issue Specific Website Category

Some suggestions for improvements of your current sites:
o Add maps:
Map to provide directions to Attractor
Map of locations of all Attractors
Trail maps – biking, hiking, walking
Waterway maps
Map of Chautauqua County
o City of Jamestown: zoning map, site locations map for economic development,
crime map, parks map
o Add interactive elements – maps, games, rollover icons, pop-ups. The ability for
people to download information and upload photos significantly increases the value
of your site. Add music.
o Link up. You can never have too many ways to link. All organizations should link
back and forth. When your portal is up, be certain all Attractor and City sites
mention the hub and provide a link.
131 of 195
o If several organizations decide to revamp their sites, bundle these initiatives into a
single RFP. Combine your resources for cost-effectiveness and hire a sharp, cuttingedge web designer to take you into the next decade.

Work with the Chautauqua County CVB to add the brand and improve Jamestown
information on the tourism website
o Add logo to the Jamestown and Greater Jamestown maps
o Add Audubon Center and Nature Sanctuary to the Greater Jamestown map
o Add bed and breakfasts to the map and lodging information to better represent
available options

Ask the Chautauqua County Chamber of Commerce to add the brand logo to the
Jamestown page.

Be sure to reciprocally link to other area attractions to increase your regional presence.
Doing so will also increase your search engine optimization, which will move your portal
further up the list on web search engines. Link to as many major attractions as possible
within a two hour drive, including ski resorts, Chautauqua Institute, wineries or wine
trails and so on.

Remember, even if you cannot launch a portal page right away, all Attractors, City of
Jamestown, JRC and other brand affiliated organizations should begin integrating the
brand color palette and vocabulary into their existing sites.
Responsibility: BMM, BMT, IT firm
Priority: 1 for integrating brand color palette and vocabulary into sites; 2 updating and improving
Attractor websites (While this is a very important piece of the brand strategy, it does not have
to be implemented immediately.)
Costs: TBD based on desired improvements.
132 of 195
Objective VIII
Situation:
As the regional hub and the ―living room‖ of the Jamestown region, the City of Jamestown must
take a hard look at the ―feel‖ of the downtown area. Façade and alley restorations and the
addition of Renaissance Square have had a tremendously positive impact. What else can be
done to ensure that downtown is accessible, inviting and appealing? Welcoming to pedestrians
and drivers alike? Well lit and well marked? Does it have enough spaces and places that
encourage people to gather for conversation and people watching? Are there interesting
displays of public art and culture that relate to the brand? Are there barriers (physical or
visual) that deter pedestrians or drivers from accessing specific areas?
 Tactics
1. Train residents and staff to assess downtown
http://www.pps.org/

The Project for Public Spaces is a non-profit placemaking organization that has assisted
hundreds of communities in the creation of vibrant gathering spots. Continue to
monitor and improve the livability of
downtown Jamestown by sending
staff to learn about the PPS citizen
survey approach for rating locations.
The PPS approach utilizes a team of
staff and residents to conduct a
walking survey of downtown’s
strengths and weaknesses. Involving
residents in the assessment will help
with community acceptance and
provide perspectives other than that
of professional planners and design
staff. After assessment results are
in, prioritize your list of places still
needing attention. For further perspective on placemaking, read the article linked below
(see Appendix L).
http://www.fastcompany.com/magazine/149/this-land-is-your-land.html

For instance, the downtown pocket park above has a lovely piece of public art. But the
sculpture is unidentified and in need of repainting, the grass is overgrowing the brick
walkway, and there is no seating to encourage pedestrians to stop and linger. A branded
133 of 195
plaque identifying the piece and the artist, a bench, weed control and some flowers
would make this an inviting stop on a downtown walk.

Send staff members and brand volunteers to the PPS workshop ―How to Turn a Place
Around‖ on October 21-21. If unable to attend the workshop, subscribe to PPS
newsletters and review their library for titles of interest to Jamestown.
Note: At the time of publication, Project for Public Spaces’ website www.pps.org had been hit by a
hacker and was unavailable. They hope to have it running again by the week of September 20, 2010.
You may still reach them by phone at 212.620.5660. For training information, you may also e-mail
Dana at [email protected].
Priority: 2
Timing: Immediate for researching workshop dates/content
Costs: Seminar fees and travel costs for staff to attend workshop, subscription and book
purchase costs: $2,500. May be piggybacked onto existing department travel and education
budgets.
2. Develop a strategy to add visual appeal to downtown Jamestown buildings

Jamestown has a rich history of passionate innovators, leaders and achievers in industry,
the arts, government, the philanthropy and more. While Lucy murals already dot the
downtown there are many other personalities also worthy of recognition. Use the
brand to take a closer look at these local geniuses both past and present.

Showcase these individuals with a large format poster program on key downtown
buildings. The purpose of the program is multi-fold: 1) to foster civic pride by
recognizing the many achievements/achievers from the Jamestown area, 2) to provide
visual interest in the downtown area and a fresh look for buildings or structures that
may currently be lacking in visual appeal and 3) to reinforce the brand message of
creativity, productivity and passion. A similar program has proved a huge success in the
Louisville area over the last 10 years.
134 of 195
135 of 195

Note that the grand format posters can fill the side of an otherwise blank wall, cover
the side of a multi-story parking garage or jazz up a currently unused building. In
Louisville, each Hometown Hero poster is sponsored by a local business that pays
printing and installation costs. See all of Louisville’s Hometown Heroes and read about
the program at the link below:
http://www.louheroes.org/index.html

In Jamestown, you might choose to use the general
format of your small ad series for your posters.

Make a celebratory media/public event of poster
installations. Provide background on the person,
the size of the poster, the sponsor, how the giant
posters are printed. At (or near) the installation,
set up a brand venue and hold a festive viewing
party with the sponsor and the public. Bring your
pop-up venue for branded merchandise sales,
incorporate street performance artists, sell
refreshments and offer interactive brand activities.

The posters do not have to be grand format. You
may choose to do some smaller ones to place in more intimate venues that need
sprucing up. Or size the whole series to cover vacant storefront windows downtown.

Create a link on your portal website where all posters can be viewed. Over time, you
will have quite a collection. Also consider a poster and/or postcard series for sale in gift
shops, on the website, etc.
Priority: 1to begin discussion on interest and feasibility
Timing: 9-24 months
Cost: Minor production costs associated with program organization and promotion.
Production costs for macro posters range from $15,000- $40,000 in the 30’ to 40’ height range
(and depending on whether poster is black and white or color). Smaller posters for indoor
venues or street level installation would be considerably less ($3.50/sq. ft.).
3. Enlarge your mural program

Jamestown’s mural program has had great success. Take it to the next level by using it
to transform old or boring buildings through large trompe l’oeil painting. The paintings
below were done by muralist Eric Henn. See the difference between the original
buildings and the completed painted buildings.
136 of 195

Murals like these provide huge visual impact and offer the added advantage of becoming
a tourist attraction both during the creation phase and after completion. Choose a
scene from Jamestown’s history or a montage of Jamestown’s celebrities.
(Pumpkin show; Circleville, Ohio)
http://www.erichennmurals.com/index.htm
It is North Star’s suggestion that Jamestown choose one or both of the above strategies to add
visual interest to the downtown area. Contrast the feel of the downtown Jamestown building
below (located in a high traffic area) with either of the options discussed above.
137 of 195
(If it is necessary to provide exposure for the sponsors currently presented on this wall, add
attractive multi-panel information kiosks at the corners of the intersection. Style of the kiosks
should match your wayfinding signage.) The current arrangement of sponsor signs is cluttered
and presents far too much information for drivers to process.
Responsibility: BMM, BMT, MDA
Priority: 3
Timing: 6-24 months
Costs: TBD based on creative approach and artist.
4. Extend artistic improvements to other kinds of structures as well

In any industrial city, there are always a variety of functional structures such as tanks,
towers, walls and overpasses that are ripe for transformation into works of art. When
considering possible locations for beautification, don’t forget these structures. If they
are privately owned, approach the business owner to cover the cost of production.

As in wall murals, these structures can be wrapped with a grand format poster (see the
Busch Gardens Sesame Street example), or painted by a muralist (tanks painted by Eric
Henn).
138 of 195

You can also use art to transform functional structures around the city into a part of
your public art collection. See the example below of a basic wall around the Lexington,
Kentucky airport that has been turned into a three dimensional piece of art focusing on
their thoroughbred brand (mural by Henn).
(Lexington, Kentucky airport)
Priority: 3
Costs TBD based on structure and artistic approach. Partner with property owner.
5. Perk up the downtown parking situation

The downtown parking meters in Jamestown are a bone of
contention for both residents and retailers. Lighten the mood and
transform the meters into an artistic community fundraising project.
Many cities are recycling old parking meters by donating them to be
decorated by civic groups, businesses, individuals and charitable
organizations. Installed around town, they add fun and whimsy to
the streetscape. Money inserted into the meters is used for a
charitable cause, often for homeless initiatives.
139 of 195

In Jamestown, create your own Up Close and Caring charitable meter program. If the
City has a backlog of retired meters, these can be auctioned off and installed
freestanding on streets throughout downtown.

If the City does not already have old meters to recycle, choose several existing parking
meters throughout downtown to designate as Up Close and Caring. Auction off the
decorating rights (auction funds also go to the specified charitable cause). Proceeds
from the Up Close meters should be collected and counted independently from the
other meters. If there are particular parking spots that are considered most convenient
in downtown, designate these as the Up Close meters because, well, they’re up close!
And they will produce great revenue for the chosen charity.

Annually, you can re-auction the decorating rights and choose a new charity to support,
if you desire. Parking meters in Jamestown may soon be associated with good will and
philanthropy, instead of hassles and whining.
Springwise.com photo
http://inspiredeconomist.com/2010/08/15/repurposed-parking-meters-collect-donations-forhomeless/
Priority: 3
Costs: Minimal if City has meters to recycle
6. Review and revise special events and promotions to achieve desired goals

Downtown Jamestown is home to several major events each year. DJDC should
evaluate each of those events in order to measure their contribution to the Jamestown
community. An event can attract thousands of people, yet do little to expose Jamestown
to new markets or drive traffic to retailers.

In very basic terms, events can be grouped into those designed to build community,
collaboration and pride for local residents and those whose purpose is to attract visitors
140 of 195
on a regional basis. In many methods of special event economic impact analysis, local
residents attending downtown events are not considered to be revenue generating
consumers based on the reasoning that if a local comes to the Holiday Parade and has
lunch downtown, he or she will compensate by not coming downtown for a meal the
next weekend. In other words, events for locals can be considered quid pro quo as far
as the downtown economy is concerned: The money I make on festival day is a trade for
what I would have made from that customer the rest of the month.

Regional or non-resident visitors, however, inject new money into the local economy.
Their expenditures on hotels, food, souvenirs, clothing are an addition to Jamestown
revenues, as their distance keeps them from having a regular opportunity to frequent
the community. Out-of-town, overnight visitors are the primary reason sports
tournaments are such a coveted commodity.

In this day of limited budgets, it is very important that Jamestown analyze their annual
major events. First, define the purpose of events such as the concert series, Holiday
Parade, Thunder in the Streets/Cruisin, Farmers Market and so on.
o
o
o
o

Bringing NEW people into downtown
Driving traffic to downtown retail and restaurants
Delivering and reinforcing the brand message and strategy
Building community, collaboration and pride in the local residents
Right now DJDC is recording attendance at events. In order to gauge success in the
above areas, Jamestown must drill deeper into the nuts and bolts of the event itself.
Measuring attendance is not always a viable measure of event success. Some tools to
consider:
o Attendee origin. This information can be accomplished through visitor surveys at
the events by asking attendees their home zip code. A quick way to get a visual
snapshot of where event visitors come from is to map the responses on Google
Earth.
o Year over year, event day revenue reports from downtown merchants, hotels, bed
and breakfasts, and restaurants. These can be submitted anonymously or by
category, if necessary.
o Behavioral surveys as attendees exit and return to their vehicles: Did they purchase
food, beverages or souvenirs/merchandise at the festival? Did they purchase any of
these items from restaurants or retailers downtown? Are they staying overnight?
For how long? What else do they plan to do while in Jamestown?
o Attitudinal surveys – has a visitor’s attitude about downtown Jamestown changed as
a result of attending the event? Will they come back to the event next time it is
held? Would they come back to downtown on their own to shop, dine or attend a
cultural or sporting event? If not, what are the primary deterrents?
141 of 195
o Information from the City of Jamestown on costs associated with each event. Items
falling into this category might include: police and fire assistance, waste management
and so on.

While this is not enough information to complete a true economic impact analysis, it
can certainly give you a much clearer idea of whether your current events are meeting
the goals you have outlined for them. (For a look at a study on how to conduct an
economic impact study for special events, see Appendix M).
http://ageconsearch.umn.edu/bitstream/46857/2/Measuring%20Visitors%20SAEA.Final.pdf
Priority: 1
Costs TBD based on survey instrument and hiring outside help
7. Repackage existing events with the brand in mind

Review your existing downtown events, looking for ways to include the brand through
messaging and content. Each event should include the brand logos on signs and banners
and promotional items. You should also include brand language in event promotions:
―Jamestown Thunder In – an up close look at the meanest machines around.‖ And of
course, you should be sure that your mobile pop-up brand retail space has a visible
presence at all events.

Incorporate components of the brand strategy of learning and laughing into each event.
These activities can be used to pull people through your retail venues downtown. For
instance, at Cruisin’/Thunder in the Streets invite regional artists to paint the
cars/motorcycles while they are parked downtown, host an exhibition of painted
hubcaps with entries displayed in your downtown merchants and restaurants, provide
workshops that show how to take care of the paint job on a classic car – the basics of
washin’, waxing and buffin’. Host motorcycle safety workshops for teens. Sponsor an
exhibit of painted motorcycle helmets downtown. In the evening, stage a comedy
performance around the theme of cars and drivers. At sports tournaments held at the
Ice Arena, find a top-notch player/coach/conditioning expert who will come to town
during the tournament and give learning workshops, bring in sports photographers to
take action shots of the players, host artists who do real-time sketches of the action.
On the event program, provide a box of ―Top Ten Hockey Tidbits‖ which relay
interested off-beat information about the sport. At tournament games, after the national
anthem kick off the game with a fun joke or an informative tidbit of information.
142 of 195

Consider new events built around downtown, the Attractors, and the brand:
o Host an event that energizes and shows off all aspects of downtown: shopping,
dining, working, and living. Design an event entitled Downtown Up Close and
model it on Dayton, Ohio’s Urban Nights event.
–
The success of the event lies in opening up ALL of downtown – commercial
properties, retail properties, restaurants, bars, downtown living spaces, art
galleries, proposed developments under construction, Reg Lenna and other
theatres, historic homes that have been refurbished and those that are being
remodeled. Add in a liberal dose of entertainment, culture, food, fun and
education for a vibrant, textured evening of all that Jamestown has to offer.
Designed as a walking event to get people crisscrossing to all parts of
downtown, the night should showcase area artists, performers, bands, dance
groups, food, wine, beer, unique retail, architecture, business, history and
downtown living. Start at 5 p.m. and close with a major concert/street dance
that runs from 9-11 p.m. (Retail and other venues may close at 10 p.m. if they
like). Attractions might include:
•
•
•
•
•
Free concert (ending at 11 p.m.) by major recognized local or regional
band (good for dancing)
Free tours of historic downtown buildings such as the Reg Lenna, the
Fenton History Center or hardhat tours of sites under development,
and/or artist studios or gallery space
Free tours of cool downtown living spaces such as loft apartments,
condominiums and proposed development areas (put up a tent and have
the Urban Design Plan on display and an expert to explain it)
Free guided walking tours of architectural highlights around downtown
Special installations of interesting local/regional artists in spaces such as
parks, commercial building lobbies (banks, office buildings, the Chamber)
etc.
 Special one night ―mini‖ preview performances by of the
upcoming local/regional performing arts groups such as ballet
companies, singing groups, school bands and more
 Artists demonstrations in the lobbies or storefronts at
downtown, commercial, retail, and restaurant locations
 Cooking demonstrations by top local chefs
 Street performers
 Special Downtown Up Close hours and discounts by local
restaurants and retailers
 Free trolley rides or carriage rides around downtown
 Chalk art competition by local artists, residents interpreting the
event name
 Booths, workshops and demonstrations by all Attractors
143 of 195


Be sure to include events that are appealing to the young adult
market: alternative music, skateboarding demonstrations, tattoo
art display/workshop, sustainability displays and events
Aim to include some unique performances: graffiti art
demonstrations and fire dancers were both on the program in
Dayton
–
Marketing is one key to the success of Downtown Up Close. It is important to
meet the young adults/college crowd on their own turf, so look at components
of ―guerilla‖ marketing for the younger demographic as well as traditional
advertising and public relations approaches. These tactics might include:
sidewalk chalk advertisements on downtown corners, on college campuses and
around the public schools, YouTube videos, MySpace or Facebook pages. Take
the campaign to neighboring towns, as well. Overall, the event should aim for a
contemporary and slightly edgier feel than your current downtown familyoriented events. Include as many free components as possible.
–
The Dayton event also reaches out to the college crowd by providing free
shuttle buses back and forth to each of the nearby college campuses throughout
the evening. A special reception for the students is held on the courthouse
steps to kick off the evening and make the students feel welcome. One of the
area colleges has made it mandatory for their freshmen to attend in order to
learn more about the history and culture of the City.
–
This event has taken off in a huge way in Dayton, where it is held twice a year.
Urban Nights attendees and participants would like to see additional dates
added, but the organizers have decided to stick with their current calendar in
order to keep demand high and events fresh. The event is organized by the
Downtown Dayton Partnership.
–
See links and contact information below for further information and examples of
marketing.
•
Contact: Sandra Gudorf
Downtown Dayton Partnership
937-224-1518
•
Urban Nights traditional web pages:
144 of 195
http://www.downtowndaytonpartnership.com/experience/urban_nights/in
dex.html
http://www.downtowndayton.org/news/releases/urbannights0507.html
• Urban Nights YouTube promotional video site:
http://www.youtube.com/watch?v=93iqTWZucIE
• Urban Nights myspace.com site:
http://www.myspace.com/urban_nights_downtowndyt
(go to MySpace sight, click on Urban Nights maps –View More, then click
on Event Map/Program to see a complete program of the event listing
performances, tours, restaurants, event sponsors and more)
o Celebrate your heritage with a Swedish-Italian festival full of great food, music and
cultural activities. Incorporate an I Madonnari street painting festival. Invite architectural
and graphic design firms from around the region to participate.
http://www.aiacentralcoast.org/I_Madonnari-info.html
145 of 195
o Host a Jamestown Up Close running event that traces a route through all of the
Attractors. Stage pit stops along the way where the runners have to stop and tell a
joke on the street corner. OR have the participants stop and answer a trivia
question at each venue.
o Work with Lucy-Desi to host a comedy film festival or a workshop on laughter/art
therapy
o Ask the local improv group to host workshops for locals and school kids on topics
like how to do a spit take, pratfall or pie-in-the-face shticks.
o Add learning to everyday experiences downtown:
– In ethnic restaurants, include a quick lesson in fun sentences on placemats,
napkins or from the wait staff. (―Meatballs make me smile‖)
– Wine or beer dinners which teach the subtleties of tasting and food pairings
– Cooking lessons where local chefs teach a favorite recipe from their restaurant
(Up Close and Regional/Local Ingredients)
o Start a Jamestown Charm Trail. Collect charms from downtown merchants,
Attractors, and organizations. Be sure to include charms that represent the brand
(drama/comedy masks, birds and other wildlife, historic attire or history book,
judge’s gavel. Visitors and residents enjoy collecting all the available charms and
must stop in retailers to see what charm they carry. For more information about
charm trails:
http://www.fortbentonchamber.org/pages/charms.html
http://www.omakstampede.org/?page=charmtrail
(See Appendix N for a Charm Trail brochure from the Omak Stampede)

Consider coordinating downtown restaurants into a ―progressive dinner.‖ Choose 3-4
to do interesting signature cocktails or a wine tasting, a second group to do appetizers,
a third group to do a small plates main course and a final group to create fabulous
desserts and coffee or after-dinner drinks/wine. Sell a ticket to the entire meal or to a
specific course (at a reasonable price). Advantages include:
o By focusing on one course, restaurants can keep their prices a little lower and still
maintain quality
o The progressive nature of the meal encourages participants to get to all parts of the
City
o Ensures guaranteed exposure for many restaurants
o Young adults can sample some of the City’s best food and beverages at a reasonable
cost.
146 of 195
8. Make downtown a fun destination

Rev up the fun quotient downtown with strategies that encourage interaction and
lingering.
o During good weather, install outdoor pianos for pedestrians to play at their leisure.
If possible, feature the instruments at several locations. These have been
exceptionally popular in cities including New York, London, Cincinnati, Dayton,
Iowa City, Colorado Springs and many more.
o On Friday afternoon/evening or Saturdays, feature strolling street performers – local
musicians, mimes, comedians, hula hoopers, jump rope teams.
o From time to time, stage an impromptu flash mob event downtown – possibly
before or after a show at the Ice Arena or Reg Lenna or during a large sport
tournament. The flash mob routine can be performed by local high school or JCC
students.
o Take a page from the lifestyle malls and add a built-in gas firepit to the sidewalk near
the Ice Arena entrance, in the Arts District or other areas where folks might linger
o Encourage restaurants to offer al fresco dining options…or retailers to put seating
outside their stores
9. Ramp it up a notch with retail promotions and merchant guidelines

As downtown Jamestown retail space becomes more popular and storefronts begin to
turn over to new retailers, the time is ripe to insert retail best practices into the
downtown mix.

Draft a downtown retail charter outlining minimum standard operating hours for
downtown merchants. The standards should also include a specific operating schedule
for special events such as the Holiday Parade, Cruisin’, or Downtown Up Close. You
may want to specify other best practices requirements such as attendance of
owners/employees at a customer service workshop (to be taught/sponsored by DJDC)
and other training events throughout the year, lighting for storefront window to be on
until certain hours (This strategy is used by many communities to ensure that the
downtown area has a warm and welcoming appearance as people are leaving restaurants
and bars later in the evening. If merchants do not want to leave on their large window
spotlights, agree that everyone will use electric candles in their windows after hours.)
and similar standards.
o While you may not be able to require downtown merchants to sign the charter
standards, you can apply pressure by supplying those that do with a Certified Close
Up Customer Focus sticker for their window and POS card for the counter. Over
time, as more merchants and restaurants become certified, peer pressure will cause
most of your retailers to join.
147 of 195

One area in which many local retailers struggle is attractive window merchandising.
Bring in a consultant (graphic designer or professional merchandiser) to conduct a
workshop/demonstration for downtown retailers. To increase participation, put the
names of all those who pre-register in the pot for a chance to be the store that serves
as the demonstration project. Negotiate discounts with area home improvement and
fixture stores to provide further incentive for improving windows.

Encourage merchants, restaurants and venues to partner through interesting crosspromotions. Start by producing a Downtown Jamestown Up Close and Wonderful map
which shows the location of each merchant, restaurant, bar and attraction in the
downtown area. For each location, provide a short, fun and engaging description of the
type of establishment. Since parking is often listed as an obstacle for shopping
downtown, be sure to show the location of all parking ramps on the map. Distribute
these maps at all downtown retail and restaurant locations, at special events, through
welcome packages, etc.
o Promotion ideas might include:
– Produce a local loyalty card which rewards residents for shopping in Jamestown.
Make certain that Attractors are included. Card might offer a standard discount
for residents, or offer rewards in exchange for certain levels of spending.
– Dinner and a show packages: all restaurants offer discounts on nights there are
performances downtown –OR—pre-sell as a package which discounts both
show and dinner.
– Pajama party early bird discounts. On a Saturday morning, discounts for
everyone who comes downtown in their pajamas. Include fun events as part of
the promotion: RTPI provides people to walk around downtown doing ―early
birdcalls‖, provide free mimosas in some stores and pastries in others.
– Package a Girls Day Out featuring some pampering treatment (manicure,
massage, facial); an interactive component offered by one of the Attractors
(sketching or drawing lesson, ghost tour of downtown, special tour of Robert
Jackson Center, pottery workshop, etc), a lovely lunch or dinner downtown, and
tickets to a performing arts venue. Partner with an area bed and breakfast to
extend the experience overnight.
– Hold weekly Senior Community Strolls. Seniors walk the downtown area for
exercise. Each week they browse a different block and have coffee and snacks at
a different restaurant. Retailers/restaurants provide Senior discounts.
148 of 195
– Host a Dogs Night Out, Retailers put out dog bowls with water and have doggie
snacks available. Dogs are allowed to sit by owners at al fresco dining locations.
Discounts for all those who bring a pooch with them downtown. Stage a
downtown doggie parade to add to the fun.
– Zombie Shopping Night = one night a week (or month) when retailers stay open
light. Use a zombie theme to tie the evening together.
Priority: 1 for initiating consistent merchant guidelines/policies and for initiating some new
downtown promotions
Costs: TBD
149 of 195
Objective IX
Situation:
Jamestown is an area with much to offer businesses with regard to location, affordability,
workforce and quality of life. Use the brand to emphasize your assets and your resources and
to make an impression on top prospects.
 Tactics
1. Incorporate the brand into Jamestown economic development communications
materials

The Jamestown brand can easily be customized
for use in Economic Development activities by
substituting the strap line Up Close and
Profitable in strategic applications. North Star
has provided a sample economic development
folder, stationery and business cards (below).
Begin to phase in the new logo as you reorder
office supplies such as business cards and
stationery, brochures and marketing material.

The essence of the brand lies in the fact that
Jamestown is wonderful in so many areas:
affordability, location, cultural and recreational
amenities, natural beauty, workforce, education
opportunities, quality of life, community values,
etc. In addition, Jamestown is a community
with a storied history of innovation, leadership
and profitability. Together, these messages can
be used to strengthen your economic
development pitch.
150 of 195
Responsibility: BMM, Jamestown Economic Development personnel
Priority: 1
Timing: 6-12 months
Costs: Replace current materials as they are depleted.
2. Introduce the brand to existing economic development/business/industry leaders

City Economic Development staff should meet with the various entities that provide
economic development funding or services for Jamestown; including Jamestown
Chamber of Commerce, Chautauqua County Chamber of Commerce, Chautauqua
Opportunities, Jamestown Community College Small Business Development Center,
Chautauqua Industrial Development Agency, Jamestown Urban Renewal Agency and
Downtown Jamestown Development Corporation.

Host the meeting in Jamestown after the brand presence has been established through
pole banners or other applications. Use the meeting to introduce the brand to the
economic development community, explaining the reasoning and meaning behind the
brand message, strategy and strapline. Discuss among the attendees potential methods
of utilizing the brand in local recruitment and retention efforts. Provide each
organization a brand toolkit.

As the largest city within the Chautauqua region it is important that Jamestown lead the
region by example. Stepping up with a professional, strategic brand message and
identity clinches that position. It is possible to extend the Jamestown brand to cover
151 of 195
county-wide economic development agencies, as well. This would provide greater
impact for all involved in the economic development arena.

Once you have introduced the brand to fellow economic development professionals,
hold an event for the area business community introducing the brand and explaining its
importance and impact on Jamestown’s (and Chautauqua County’s) future. Since this is
a time of economic uncertainty and few have excess funds, piggyback the introduction
on one of your existing economic development/Chamber of Commerce events.

Do not rollout the brand to the business market until there is visible evidence of it
throughout the community. The more businesses can see the brand being put to good
use, the more likely they are to use it themselves.

Hang banners at the meeting venue with the brand color palette, logo and strapline. At
every table, include tent cards with the brand’s strategic platform on one side and
economic development sample brand ad or the logo and strapline on the other.

Customize the brand PowerPoint presentation for the business audience. REMEMBER,
a rollout is for sharing what you’ve learned about your community. Discuss North Star
research insights, the brand direction and message, and how the message fits with the
mission of regional economic development organizations.

Keep it short and simple. The brand presentation should be no more than 10-15
minutes.

Involving many players in the introduction sends a public message that everyone is
united and excited about moving forward. Involve the Brand and Marketing Manager,
economic development officials, Chamber officials, a few strategic business leaders and
local government officials.

Encourage businesses to support Jamestown and your new brand in marketing signage,
product packaging, advertising campaigns, on their websites, etc.

In the spirit of the brand, be sure to showcase volunteer or corporate philanthropy
opportunities. Companies might sign up to become a member of Market Jamestown
Partners, to make a financial donation or to use the brand message and logo on their
own billboard. If Jamestown is sponsoring some sort of a branded community service
project (world’s largest canned food drive or a Penny Harvest, see Obi VI, pg. 111)
provide a way for businesses and corporations to get involved.

Supply businesses with the brand toolkit to help them bring the brand to life.
Businesses should have some leeway to make the brand work for them. For instance
WCA (or other healthcare facility) might adapt the strap line to read WCA Up Close and
Comforting.
152 of 195

In the brand toolkit, include an order booklet/catalogue for brand merchandise. Include
an option for businesses to add their own corporate name/logo to brand items. Up
Close and Wonderful sticky notes and notepads, post cards, coffee mugs, t-shirts, pens
and window signs are additional ideas.

Recognize those businesses that do an exceptional job implementing the brand. For
example, Nashville gives a nod to its brand champions by running a credit and the
company logo on the Music City website. (See Appendix O for a look at the Nashville
webpage) http://www.visitmusicCity.com/members/brandchampions

Give away merchandise from the brand catalogue as door prizes at your event.

Remember that the brand does NOT have to be presented at a major event to be
successful. If it better suits the current economic or political landscape in Jamestown,
just begin using the brand in JAMESTOWN planning and economic development
materials without throwing an event. Then start meeting with business leaders in small
groups or individually to talk about how the brand might help them in their marketing
and to ask for their financial support.
Responsibility: BMMMM, City of Jamestown ED personnel, DJDC
Priority: 2 (This is a mid-priority tactic because it IS possible to effectively implement the brand
without public rollout meetings if you desire.)
Timing: 9-12 months
Costs: Tool kits already budgeted under Objective I. Tent cards can be produced in house and
should be reusable at multiple events. Door prizes: $250 (30 prizes @ average of $8/prize).
3. Use the brand to stimulate interest and support for economic development

Part of knowing where you’re going is understanding where you are. North Star
recommends that you administer the Economic Development Community Assessment
document to Economic Development professionals and key business stakeholders in
your region. The results of the survey will provide a snapshot of strengths and
weaknesses and help you determine priorities for the immediate future. You might
choose to make this a part of your business brand roll-out, if you choose to have one.
(Find a copy of the survey in Appendix P)

Jamestown is a community that is undergoing great transformation. From your façade
program, to private redevelopment to renovation of the historic train depot, new
projects abound. Stimulate public interest and curiosity with the use of old-fashioned
construction fences. Use the fence for safety purposes and to encourage passers-by to
stop and take a closer look at Jamestown progress. Use the fences on all City and
Gebbie Foundation development and redevelopment projects. You may also choose to
offer the fence to private developers, either on loan, or at cost.
153 of 195

Focus the attention of top economic development prospects on Jamestown with
branded premium items. For instance, send qualifying prospects binoculars with the
brand logo and strap line. Create a card reading ―Take a closer look at Jamestown…‖
Inside the card list all your assets and attributes.

Another idea to deliver the same message would be
to create an economic development information
piece with small type and send it along with a
branded magnifying glass.

Use the latest technological advancements to
highlight your helpfulness and community resources.
Give top prospects a GPS system or cell phone preprogrammed with everything they’ll need to find in
Jamestown – from business services to local culture.
Be sure to put the brand logo and/or the Up Close
and Wonderful strapline on the gift.
o Small business resources (program the device with names of printers, suppliers,
government offices, utilities, etc)
o Continuing education opportunities (program with universities, community college,
tech schools, training resources and consultants)
o Educated/skilled workforce (program with temp agencies, head hunters, trade
schools, etc.)
o Great neighborhoods (program with realtors, neighborhood association numbers)
o Local chefs (program with quality, unique eateries)
o Remarkable cultural scene (program with numbers of theatres, performing arts
groups, galleries, museums)
o Rewarding recreational opportunities (program with golf courses, classes, parks
locations, skydiving, etc).
154 of 195
o History (program with Attractors, historical sites and societies, museums and
so on).
Wrap gifts in your custom brand wrapping paper for delivery.

Top prospects should be invited to ―take a closer look‖ at Jamestown by coming in
person for a weekend of culture and wonderful outdoor activity.
Responsibility: BMM, ED personnel
Priority: 3
Costs: Design and production of branded applications. $300-600 for GPS system
4. Initiate a formalized small business assistance program and brand the materials

Downtown Jamestown small business owners, particularly retailers and restaurants, are
in need of educational opportunities. While Jamestown Community College provides
courses and counseling in business start-ups, financing and developing a business plan,
they do not provide some of the more specialized training that applies to retail and
hospitality enterprises. Either DJDC or the Jamestown Renaissance Corporation should
shoulder the responsibility of ensuring that your retailers get the training they need to
be successful and stay in business.

The Brand and Marketing Manager should work with either DJDC or JRC to
incorporate the brand into the retail training and assistance program. Among the topics
that would be beneficial for retail and hospitality training are:
o
o
o
o
o
o
o

Retail best practices
Marketing and promotions
Store/restaurant window merchandising
Customer service training for owners, managers, employees
Human resources strategies: hiring, firing and managing employees
Sales training
Fam tours of Jamestown (Owners and employees of retail shops, restaurants and
attractions serve as your front line ambassadors. Not only should they provide
impeccable customer service, they should be educated and informed about the City
of Jamestown and its assets, including Attractors, education facilities, athletic teams
and facilities, parks, outdoor recreation and so on. Put together Jamestown Up
Close Fam Tour and workshop which exposes these employees to the wonders of
their town.
In addition to retail training, Jamestown should consider formalizing an approach to
business retention, particularly downtown. Form a committee of dedicated and
successful Jamestown business owners who are willing to make regular calls on other
Jamestown businesses. Call this group the Look Closer at Success Committee. Their
155 of 195
purpose is to call on every business owner at least once every 2 years. Data from these
visits should be captured and analyzed in order to evaluate effectiveness. In these
meetings, the Look Closer group should try to assess:
o The target’s business health and general profitability
o The target’s general satisfaction with Jamestown services and responsiveness (i.e.
permitting, taxes, codes, utilities, etc)

While you are organizing and recruiting for the Look Closer at Success team, you may
want to develop and administer a business satisfaction survey to establish a baseline
measurement. SurveyMonkey is an easy on-line survey tool.
Responsibility: BMM, ED personnel, DJDC, JRC
Priority: 1
Timing: 6-12 months
Costs: TBD based on speaker fees. Excellent sponsorship opportunity
5. Develop a local economic development web page

In today’s world, the internet serves as a community’s primary economic development
marketing vehicle. While the Chautauqua County Industrial Development Agency
maintains an economic development presence on the web, all available sites and data are
presented on a county-wide basis.

It is imperative that Jamestown develop a local economic develop website. The site
should be located within the organization that has the most resources and information
regarding economic development and the City of Jamestown. This organization will take
primary responsibility for being the local contact regarding all economic development
questions. North Star believes that the City of Jamestown is the likely candidate for this
role.

The website should include:
o
o
o
o
o
o
o
o
o
o
Demographic data about Jamestown and the region
Maps of industrial sites
Maps of available buildings
Maps of commercial office space
Details about all available product
State, regional and local maps of transportation corridors to emphasize your
accessibility
All financial incentives
Listings of major employers
Links to special reports about Jamestown and the region that would not be available
from national data sources
Jamestown lifestyle information
156 of 195
o Local contact information – this should be the name of a specific person, not a
generic ―Contact Us‖ and should include a cell phone number that is available after
hours

This site should link to the Chautauqua County Industrial Development Agency,
Chautauqua and Jamestown Chambers of Commerce, DJDC economic development
webpage (when developed), and the JRC site. Be sure to register the site with search
engines and keep all information on the site updated. In tone and feel, the site should
utilize brand colors and vocabulary and emphasize that Jamestown is Up Close and
Wonderful, Up Close and Profitable, Up Close and Accessible and so on.
Responsibility: BMM, ED personnel, City of Jamestown
Priority: 1
Timing: 6-12 months
Costs: $10,000 - $30,000 depending on number of pages, bells and whistles
6. Integrate the brand into your DJDC economic development page

Jamestown has indicated a desire to conduct a Business Mix Analysis to provide focus in
recruiting new retail and small business for downtown. While you are waiting for
results of the study, begin improvement of website and communications for retail
recruiting. DJDC serves as your primary Jamestown economic development website.
As such, it needs to add additional economic development information and data to the
site. Again, the messaging should encourage retail or business prospects to take a
closer look at Jamestown.

For an example of an excellent downtown website, click below for the Downtown
Dayton Partnership. Note in particular the data pages with demographic information
for one-mile, three-mile and six-miles from downtown. This kind of data is critical for
informed retail recruiting. Notice the other features of the downtown website:
information about downtown redevelopment, projects, complete maps, parking
information and more.
o Other kinds of data that should be available include:
– New business success/failure rates; established business success/failure rates
– Office vacancy rates: downtown vs. other areas of the City
– Office space lease rates for Jamestown vs. neighboring towns
– Retail space lease rates and vacancy rates
– Number and type of businesses by category
http://www.downtowndayton.org/index.php?option=com_content&task=view&id=66

The City of Mesa, Arizona has been targeting retail growth for quite some time. Their
Economic Development department devotes several pages to retail development
information. Links from the retail page take you to interactive maps showing retail sites,
157 of 195
traffic counts, and public transportation options. Prospects can also link to past studies
on Mesa retail and to their retail development strategy. (See Appendix Q for a copy
of the 2003 Mesa Study titled ―Recruiting Retail Development.‖) While Mesa is a larger
city, the observations of the report and the impact of a retail-only economic
development page fit equally well with Jamestown.
To visit the Mesa retail webpage, use the link below:
http://www.mesaaz.gov/economic/Targeted_Clusters/retail.aspx
To access the brochures that are pictured below, see the link:
http://www.mesaaz.gov/economic/PDF_Files/Brochures_Handouts/MesaICSCBrochure.p
df
Below is a copy of the basic Mesa retail recruitment brochure.
158 of 195

As mentioned earlier, retail developers need current demographic, traffic and spending
data to help them with their decision-making. You can customize your demographic
data for retail clients by using Business Analyst software to provide information on
population, household income, etc.
For more on the Business Analyst software, see:
http://www.thebusinessanalyst.com/
Responsibility: BMM, DJDC, Economic Development personnel
Priority: 1
Timing: 6-12 months
Costs: Begin immediately to update current sites.
7. Brand ribbon cuttings, groundbreakings, grand openings, construction sites and
available properties

Make a production out of new business development and new business openings in
Jamestown– large and small.

Brand the shovels for groundbreakings by painting handles and using ribbons in the
brand color palette. Display a banner or erect a sign using the brand logo with the Up
Close and Growing strapline. Do the same for ribbon-cuttings.

Supply plaques, certificates and pictures to participants in these kinds of events. The
mementos should also carry the positioning line.

Mark your site and property inventory with signs bearing the strap line Up Close and
Ready for Business or Up Close and Build-Out Ready. This calls attention to your
commercial or industrial site inventory as people drive by. Do the same in printed
materials for sites that are ready for development.
Responsibility: BMM, Economic Development personnel
Priority: 1
Timing: 6-9 months
Costs: Construction signs depend on material and final size. Heavy duty outdoor vinyl
banner: $3.50 square foot, 3’ x 15’ @ $160 x 10 = $1,600.
8. Create an Up Close Rapid Response Team

One of the points of concern raised by sources in North Star interviews was the
protracted and difficult process of dealing with City of Jamestown offices such as
Permitting. Create a new Up Close Rapid Response Team with the goal of responding
to requests within 24 hours. The City of Jamestown Planning, Zoning and Development
departments should pride themselves on accessibility and customer service. The team’s
159 of 195
purpose is to serve as a single source of information and trouble-shooting for any
prospective or current business. This group should be trained in customer service and
have resources at its disposal to handle any sort of development emergency. To
introduce the team, produce red buttons that are reminiscent of the ―easy button‖ for
team members to wear. The button should read UP Close...Rapid and Ready. (Be sure
to include a contact number for the team on your easy button). Distribute your ―easy
buttons‖ to existing businesses through the Chamber and City offices.
Responsibility: BMM, City planning/development staff
Priority: 2
Costs: Minimal costs for employee training program and easy button stickers
9. Develop an economic development e-mail database and use it to communicate
with stakeholders

In order to live the qualities of its brand, Jamestown must take advantage of the most
cost-effective, time-efficient method of communicating about economic development
issues – the internet. Continue to expand your electronic database of stakeholders
interested in or affected by the economic vitality of Jamestown. This list should include
current and past economic development prospects, economic development
consultants/site selectors, elected officials (local, regional, national), business leaders,
non-profit leaders, education leaders, business owners (small and large), entrepreneurs,
Chamber of Commerce leaders, investors and financial professionals, trade group heads
and members, journalists, retail and site consultants.

Be sure to offer an opt-in link for economic development updates on the FRONT page
of the City of Jamestown website, DJDC website, the new web portal, the Chamber of
Commerce sites, and other economic development websites. You may also want to
include an opt-in option on web pages for planning and zoning departments. Solicit
internet addresses at all business functions throughout the year and from all prospects
who contact you. Ask the Small Business Development Center at Jamestown
Community College if they are willing to share their e-mail database. Encourage them
to add an opt-in link for your ED updates. Do the same with the Business Technology
Incubator at SUNY Fredonia.

Send a monthly or quarterly e-blast to your list highlighting interesting economic
development or business tidbits. The news item doesn’t have to be monumental, just
informative. It might be a business building trip by local officials or ED personnel, the
expansion of a manufacturer, a new contract won by a local businessperson, or plans for
redevelopment, etc. Keep the article short and sweet so that readers can skim it
quickly and get a dose of positive news. Brand the publication with your new logo. In
this way, all stakeholders and prospects receive a steady stream of news about positive
business and job developments in Jamestown. (See Appendix R for a sample of a
weekly economic development e-blast from the City of Dayton, OH.)
160 of 195
Responsibility: BMM, Economic Development personnel
Priority: 1
Timing: 6-24 months
Costs: No direct costs for e-mail distribution. Affiliated costs for adding e-mail sign-up to
various websites.
10. Entice potential entrepreneurs with creative spaces

A recent article by Stephen Goldsmith, former mayor of Indianapolis and professor at
the Ash Institute of Government at Harvard University, suggests that the days of
effective economic development by ―firm chasing‖ are over. Instead, Goldsmith suggests
that the age of the entrepreneur and entrepreneurial clusters are here. He goes on to
relate that cities offering streamlined services and quick answers (see Rapid Response
Team), accessibility and high quality of life are most attractive to entrepreneurs. Read
the article at the link below.
http://www.governing.com/column/hope-be-next-silicon-valley-what-every-mayorshould-know

Jamestown has indicated an interest in attracting the creative class. A recent study by
RDA lists factors which make a community attractive to the creative class. These are:
o Jobs, particularly the ability to move from one employer to another
o Community with microcultures
o Unique neighborhoods
o Authenticity
o Convenient, compact and walkable community
o WiFi access
o Green spaces

Jamestown is fortunate to have some of these factors already in place. Your SwedishItalian heritage is an interesting blend of cultures. Highlight both sides of this ethnic
background through festivals, programs and the pursuit of restaurants that bring it to
life. Offer interesting workshops and programs that point out how this history has
influenced the charater of Jamestown. Your edgier young entrepreneurs also represent
a micro-culture. Meet with them to see how they would like to be supported.
Jamestown also offers unique neighborhoods, authenticity and access to green spaces
and the outdoors. Continue to highlight these amenities

Downtown Jamestown is certainly convenient, walkable and compact. Continue to
develop downtown living spaces and lifestyle amenities. The creative class values art and
culture. Continue to evaluate and upgrade your Arts District. Provide some branded
entry signage for the area. Upgrade apartments and lofts in the area. Consider
expanding the boundaries of the Arts District. While Jamestown has many performing
arts venues, you are lacking in studios and galleries. Develop some shared space studios
and additional gallery space.
161 of 195

You might focus a gallery or two around the theme of furniture-making – a historical
heritage unique to the Jamestown area. Feature handmade wooden furniture or
furniture as art. Provide a fellowship and living space for an Artist in Residence who
creates beautiful furniture. The artist can fill a studio and gallery with unique furniture
art, as well as conducting workshops in the schools and for the public.

Focus on creating the kind of space entrepreneurs need. The trend toward free agents,
minipreneurs and the creative class initiative all point toward the need for more sharedspace offices and studios. These locations offer a spot for writers, artists and
entrepreneurs to get out of the house and actually get some work done in an office
setting. Usually divided into work areas and lounge areas, shared spaces provide an
affordable alternative for those who do not need (or cannot yet afford) full-time
individual office space.
o Shared space writing centers usually have WiFi, shared workstations and free access
to a laser printer while art studios may have shared studios for painting, sculpting or
other artistic media. Lounges may hold a kitchenette, a large table for meetings,
smaller tables for chatting and comfortable seating. Shared office space offer office
spaces, meeting rooms, office equipment and sometimes clerical support. Facilities
are open to members around the clock all year. Members may purchase either a
part-time or full-time membership.
o These kinds of shared spaces would be perfect tenants for your new second floor
office initiative downtown. Find a local developer/entrepreneur interested in
providing a home for Jamestown’s minipreneurs and creative class.
To read more, follow the links below:
http://www.downtownexpress.com/de_89/writersspaceopens.html
http://www.nytimes.com/2005/10/09/fashion/sundaystyles/09writers.html
162 of 195
o In your shared space center, include amenities like post office
boxes, shipping supplies and services, and an e-bay photography
studio for the thousands of minipreneurs who now make all or
part of their income from e-bay sales.
o Create a Laughter and Learning Lounge (risky using the rejected
line…perhaps Laughter and Learning Lounge or Laughter and
Learning Living Room) to provide a beings space for
creative/entrepreneurial professionals to gather, show off their
wares, and collaborate. For instance, local coffee shops might
initiate tastings and get feedback on a new coffee blend under
consideration; local artists can establish a communal gallery and
curate their own exhibits for the public; restaurants can test new
recipes; a furniture store might contribute the latest in funky furniture; local groups
can play their CDs; open mic nights can provide exposure for young comics; learning
events can focus on web design workshops and business boot camps.
Photographers might offer free head shots for artists who are putting together
publicity brochures. Walls can be decorated with the works of local and regional
artists/photographers. This should be a collaboratively run effort designed to bring
together the creative class in Jamestown. As such, it is the cooperation which will
allow users to test their talents and ideas and to keep hard costs low. DJDC and
JRC might partner with the Jamestown Community College for development.

Downtown meeting space/creative space. Partner with a developer who would like to
provide a ―third place‖ downtown. Work carefully with the prospect to choose a
convenient location with some architectural/historical aesthetic that is not available in
standard office space. Develop a ―destination‖ meeting facility, where smaller businesses
can book meeting time in an interesting, fully-equipped venue. Catering should be
available. In addition to large meeting rooms, the facility should also offer smaller
conference rooms and workrooms for pulling together large reports and presentations.
Equip the facility with the latest and greatest in presentation, recording, and document
production equipment. Learn more about a ―third place‖ meeting facility in Cincinnati:
http://www.boostmeeting.com/.
Boost! The raw space before being furnished and the small group
breakout area after furnishing
163 of 195
o In addition to the more traditional meeting space, incorporate a Creativity Room in
your downtown meeting area. This is a meeting room filled with creative gadgets,
images, music and interactive objects designed for creative brainstorming meetings.
Many creative businesses already understand the value of a room of this sort; you
can introduce the concept to more traditional industries, as well.
Hats, balls, bean bag toss and other toys from the creativity area of Boost!
Responsibility: BMM, DJDC, JRC, MJP
Priority: 2
Costs: Potential subsidy costs can be shared among all partners; grant funding may also be
available if adapting older structure.
11. Decrease commercial downtown vacancy rates

Downtown Jamestown is fortunate to have a cohesive historic center. While officials
report that empty storefronts are down somewhat over the past, it is critical that
Jamestown move forward quickly with the completion of the Business Mix Analysis and
an accompanying recruiting strategy to achieve that mix.

While awaiting the results of that study, Jamestown should move forward with a
strategy to increase the downtown worker base and begin to fill upper floor office space
downtown (an initiative that JRC is pursuing).

To support these efforts, make downtown more attractive to potential tenants by
providing special attention and services including desirable, time-saving conveniences
that tenants cannot find elsewhere. This service is particularly attractive to harried
small business owners like those in your downtown area.
o Concierge service. Many corporations offer concierge services in their HQ
locations. Find a local provider who will open a concierge service for the downtown
area. The concierge provides such amenities as dropping off and picking up dry
cleaning, making reservations, delivering lunch, running errands, buying gifts and gift
164 of 195
baskets, delivering coffee, etc. Subsidize the service for a specified period of time
(possibly in conjunction with property owners/developers/leasing agents) then have
businesses pick up the fee.
o Offer an Up Close Downtown Discount card to downtown employees. With the
card, downtown workers receive a specified discount for downtown area
restaurants, shops and services.
o Keep businesses aware of resources. In this internet driven world, new business
resources pop up every day. Through timely e-blasts, keep your downtown tenants
and local businesses aware of opportunities like 31 Projects. This program connects
businesses with students and graduates from the country’s top business schools.
The business pays a small fee to post their challenge, and the students respond with
solutions. Students or student teams are compensated for their solution if it is used
by the business or, in many cases, may end up working for the business. This same
project marketplace concept could be developed using local or regional student
talent. To learn more, click on: http://www.31projects.com/
o Downtown child-care provider. Locate/relocate a qualified child-care provider to
downtown, including sick-child care. Subsidize as needed until the demand can carry
the center.
o Downtown fitness center or classes with schedules designed to fit around the
workday. Discount for downtown businesses and employees.

Market the amenities to downtown employers who can purchase the services as an
individual amenity or as a suite of services on a per annum basis. Employees can pay
individually for childcare, with a discount if they work downtown.
Responsibility: BMM, DJDC, JRC, MJP
Priority: 2
Costs: Potential subsidy costs can be shared among all partners; grant funding may also be
available if adapting older structures. MJP may want to produce branded marketing materials for
this initiative.
165 of 195
Objective X
Situation:
Jamestown struggles with an issue affecting many communities today – how to attract and
retain the creative energy of college graduates. The City is making some progress in involving
young leaders in the community. Build on this progress and find a way to connect with and
retain college students upon graduation.
 Tactics
1. Welcome college students to the area

Jamestown has been fortunate to find an interested and interesting group of young
adults eager to become involved with their community. Invite this NextGen Young
Leaders group to meet and brainstorm ways to use the brand to broaden appeal to
young people, including reaching out to students at Jamestown Community College and
at SUNY Fredonia. Develop a plan that involves staying in touch with students from the
time they arrive on campus until they graduate.

In interviews, NextGen representatives emphasized that today’s young people consider
themselves from an area or a region, rather than from a particular town within that
region. Artificial boundaries like city limits are not important to them; they are used to
being mobile and don’t mind driving. Thus, it is realistic to assume that SUNY Fredonia
students might be interested in driving to Jamestown to eat, attend a concert, or serve
as an intern.

Work with SUNY Fredonia and Jamestown Community College to provide Take a
Closer Look at Jamestown goodie bags for incoming students. Include coupons from local
merchants that might appeal to the college market: restaurants, bars, book stores, drug
stores, local retail, outdoor outfitters, etc. Include information and a free ticket to an
Attractor event. Add a schedule of performances scheduled for Labyrinth. Provide a
discount to the indoor skate park or a show at the Ice Arena. Be sure to enclose
information about the area bus schedule.

Meet with college and university administrators to partner on an educational program
introducing students to the area’s cultural and historical amenities. Colleges across the
country offer a variety of introductory/orientation exposures for their students;
encourage Jamestown area institutions to do the same.
Brainstorm events and attractions which would add to current courses and would be
worth a closer look. Options might be the Fenton Center’s Spoon River Anthology, an
art and architecture tour of the Reg Lenna Theatre, a lecture or exhibit at the Robert
H. Jackson Center or green building practices at the Audubon.
166 of 195

Promote Jamestown local events on college campuses. Place ads and calendar notices in
campus newspapers, place event posters around campuses, inform college radio
stations, and create sidewalk chalk advertisements to get the word out about
Jamestown.
Priority: 2
Costs: Small expense for advertising in college publications. Seek sponsors for goodie bags.
2. Stay in touch throughout the college experience

Look for ways to strengthen your connections to students throughout their two or
four-year experience. Meet with the Volunteer Coordinator at each higher education
institution and make sure that a variety of Jamestown community opportunities are
listed.

Invite athletic teams to come to Jamestown to provide coaching clinics and
sportsmanship clinics to the high school, middle school and youth teams.

Provide facilities for staff, club and team retreats.

Invite area hockey teams to conduct demonstrations at the Ice Arena.

Check with local restaurants and attractions to ensure that student discounts are
available.
Priority: 2
Costs: Minimal hard costs.
3. Provide extra support to entrepreneurs and interns

Invite the SUNY Fredonia Entrepreneur Club to work on a case study presented by the
City of Jamestown or by a Jamestown business. Provide office space locally for the
Club.

Provide local business mentors for business majors or Entrepreneur Club members.

Jamestown is a great, affordable location for young and mobile entrepreneurs. Sponsor
an annual or bi-annual young entrepreneur’s conference and give students a glimpse into
what the area can offer. Name the program with a youthful twist like: Front and
167 of 195
Center Entrepreneur’s Weekend. Ask students (or student teams) to present
entrepreneurial proposals for possible funding at the conference. Choose a winner and
provide seed money for the endeavor. Ask Digitel to share their success story with the
students during the weekend.

Using local media and personal contacts, put out a call for all Jamestown employers to
consider developing internship opportunities within their organization. Compile these
positions into a Jamestown database. Sponsor an employment/internship fair for
students from all area schools. Include workshops and learning experiences as well as
connecting students and potential employers.

Encourage Jamestown area employers to post entry level jobs and internships at
aftercollege.com, a database that students can search by geographic location or by job
type. This resource is used also by journalists to rank a community’s attractiveness to
college grads. Currently, Jamestown has no listings.
http://www.aftercollege.com/

Become a partner with the National Foundation for Teaching Entrepreneurship. The
mission of the organization is to provide entrepreneurship education for students from
lower income areas. Teachers must go through a training program and become
certified. The group features curricula starting with middle school through high school
and advanced groups (age 18-34). Currently, New York has NO registered NFTE
schools or partners (their closest location is Cleveland). Jamestown could be the first!
http://www.nfte.com/
Priority: 2
Costs: Minimal hard costs. Use donated office space for students. Consider small stipend for
work on case study. Seek sponsorships to cover cost of Entrepreneur’s Conference.
4. Expand the current Gebbie Internship Program

The Gebbie Internship Program continues to grow in popularity and scope. Brand the
effort and continue to expand the opportunities for participation. Use your newly
created internship database to solicit companies for participation.

Name the program the Jamestown Discovery summer internship program. Invite
college students to apply for summer internships through the program. While a salary
would be nice, many internships offer only real world experience and/or college credit.
When structuring internships, incorporate any specific class requirements (some classes
require a project or summary paper, for instance). Internships should be REAL jobs
with real responsibilities. Positions may pay a small stipend.
168 of 195

House all Discovery Interns in one location. The preferable spot would be apartments
in the downtown area. If these are not available, interns could be housed at JCC. In
addition to the job, the program should serve as a social network for the students with
regularly scheduled group outings and events such as lectures, trips to the Attractors,
sporting events, area festivals and performances. Remember that these interns think
regionally, so include regional recreational opportunities in their summer experience.
For information about how a similar program has worked in Dayton, OH, follow these
links:
http://www.daytondailynews.com/localnews/content/oh/story/news/local/2007/06/04/ddn
060407internsinside.html?cxtype=rss&cxsvc=7&cxcat=16
http://www.youtube.com/watch?v=hv_Cwi-a3xw
In Dayton, the summer interns meet weekly in the evening for dinner at different
restaurants, receive tickets to area baseball games, volunteer together at a local nonprofit, and attend festivals and special events throughout the summer.

Continue to work to add opportunities to your internship list and to make connections
between employers and students. Positive internships have been statistically shown to be
powerful predictors of remaining in a geographic area after graduation. (In Dayton, the
Chamber of Commerce has assumed responsibility for putting together the internship
database, but it is also important to have a committee that actively solicits internships
from all possible area businesses and organizations.)

As part of the programming for the summer interns, hold a budgeting work session
to help the students understand cost of living in Jamestown. Include categories for rent,
entertainment, dining out, transportation and so on. Compare these costs to the cost
of living in a larger metropolitan area to drive home Jamestown’s affordability.
Responsibility: BMM, MJP, Chamber
Priority: 2
Costs: TBD based on events. Seek sponsors to cover summer rent and official Discovery
activities.
5. Provide incentives for students to stay

Make it financially worthwhile for students to consider staying in the area after
graduation:
o Ask local colleges or local economic development/business organizations or
foundations to provide a tuition discount for students who sign an agreement to
work within the region for a specified number of years after graduation. In addition
169 of 195
to the tuition discount, students who participate in the program should receive
career counseling and assistance finding a suitable job after graduation.
o Ask Jamestown area developers and property owners to offer a ―Graduate
Discount‖ for students who want to rent in the area after graduation. Discount
could be contingent on a long-term lease, but should offer an appreciable markdown. This is a particularly beneficial arrangement for property owners who have a
backlog of available apartments or condos.
o Provide tax incentives on the purchase of a first home.
Responsibility: BMM, MJP, Economic Development personnel
Priority: 3
Costs: Minimal if partners are found within the local developer, banking/investment, and college
communities.
6. Host a massive Close to Home Jamestown Reunion

Invite all your former Jamestown residents to come close to home for a massive
reunion celebration. Search out residents through the high school, local colleges
and universities, and relatives. Invite participation via e-mail and national/regional
media. If you’ve established a Jamestown Facebook page, send out a Facebook
invitation to all your fans. Do the same for Twitter.

Host an athlete’s reunion, a band reunion, a military reunion, and an Infinity reunion.
Take photos of each of the special group reunions, as well as families, high school
classes and one snapshot of all the attendees.

While everyone is in town, have reunion events at the Attractors and provide tours
of your new and improved downtown.

Be sure to host tours of downtown condos and living spaces, shared work spaces
(for the creative class and young entrepreneurs), the Arts District and new galleries,
the restored train depot, your Attractors, and regional assets.

Invite residents to supply the email addresses of their grown children to the Mayor’s
office. The Mayor might also send an email invitation encouraging the visit.
170 of 195

Be sure to publicize the event in your feeder markets: Buffalo, Toronto, Cleveland,
and Pittsburgh. Send the brand pop-up, the mayor and other Jamestown
ambassadors to sporting or cultural events in these cities to call attention to the
Homecoming. Seek stories from the media, place announcements in calendar
sections of feeder market publications. Book radio spots in each City with the
Jamestown mayor so he can invite former Jamestown residents to come closer to
home.

Capture attendees e-mail addresses and add them to your database.
Priority: 3
Costs: Minimal if campaign is conducted by email.
171 of 195
Objective XI
Situation: As the largest community in Chautauqua County, Jamestown must embrace the role
of regional hub for culture, outdoor recreational activities and more. To shy away from this
position is to forfeit a natural advantage in the marketplace. Be confident in your position and
your potential, establish connections with County and regional partners and step boldly
forward into a brighter future.
 Tactics
1. Serve as a hub for regional tourism activities
 Claim your natural position as a hub destination for tourist activities within a 100 mile
radius. Geographically, Jamestown offers convenience and value as the place to stay to
ski, fish, and hike, tour the wine trails and brew pubs, enjoy the lake, museums, concerts
and shows, or take a day trip to Niagara Falls or the Allegheny National Forest. Pursue
the assets and relationships which will solidify this position.
o Jamestown is served by the Chautauqua County CVB. As one of many communities
within the County, it is easy for Jamestown to get lost among the multiple tourism
assets and opportunities featured in County CVB materials. Rise above the
background clutter by establishing your own tourism page(s) on the brand portal.
This page should vividly illustrate via messaging and maps, that Jamestown is ―up
close‖ or ―closer than you think‖ to all the regions wonderful assets. To treat
Jamestown as the center of activity is to claim all of the region’s attractions as your
own.
o Illustrate your proximity via an interactive hub and spoke type map showing the
Jamestown logo in the center and the location of various attract actions and
activities that make up an easy day trip. As a viewer mouses over a given location,
the image and information associated with the attraction should ―pop‖ up into a
close-up box for easy reading. Include the approximate drive time for reference.
o Build on the county tourism brand of learning. Jamestown is fortunate to have the
most year-round learning assets in the County. Piggybacking on this existing
established brand provides additional exposure and impact for Jamestown’s own
brand strategy and for those assets. Continue to grow your learning opportunities - whenever possible, add workshops, demonstrations and learning components to
your events and attractions. These can then be listed on the Learning tab of the
CVB website, as well as on your portal tourism page.
o Work with local providers to put together packages like a Girls’ Getaway Weekend.
The weekend might include a stay at a local bed and breakfast, some pampering at a
local spa, a visit to two of the Attractors and some sort of hands-on learning
172 of 195
experience like a cooking lesson, a photography workshop or a guided nature hike.
Other packages to promote might be:
–
Three and four day golf packages, Family Camp experiences, Family Reunions,
Genealogy Research Weekends, Scrapbooking Weekends, Family Fitness
Weekends, Laugh and Ski Weekends (lift pass for the day, Comedy Show in the
evening). There are many partners out there who would love to partner with
the Jamestown resources. Provide the tools on your website to support planning
these types of events.
•
•
Build relationships with other area attractions and organizations and improve
communications with key marketing personnel.

Engage more fully with Andrew Nixon at the County CVB by soliciting
his participation on your Marketing Council and Market Jamestown
Partnership.

Employ the same strategy with the Director of Institution Relations and
Public Affairs at Chautauqua Institute. During conversations with North
Star, Chautauqua indicated willingness to work with Jamestown on
promoting outings for Chautauqua visitors to Jamestown and to include
information from Jamestown Attractors in their newsletter, particularly
during the off-season. Jamestown must take advantage of this offer. To
ignore it is to ignore the opportunity of reaching the tens of thousands of
people across the country that are part of the Chautauqua database.

Lily Dale Assembly offers another opportunity to reach a new market.
During the season, classes and workshops end in mid-afternoon. Work
with Lily Dale administrators to provide transportation and packages for
Lily Dale participants in the evening. Fenton History Center might
present a Lily Dale program in the cemetery regarding ghosts and spirits.
RTPI might hold a meditation walk. A local artist could develop a fun
workshop on building fairy houses. Or perhaps participants might just
like to tour some of the Attractors.
While in discussion with the
Assembly, ask if Jamestown might
provide information for their
newsletter.
Provide transportation from major hubs
in the area and around the lake to
Jamestown and Jamestown Attractors via
an Up Close and Wonderful Trolley.
Trolley guides should be able to share
humorous stories and tell jokes while
informing riders about the area.
173 of 195
•
Add regional attractions that are true to your brand and can’t be found
elsewhere in the region:

Chautauqua County has no comedy clubs – but it should. And the
natural place is Jamestown. Work with Lucy-Desi to open a comedy
club which offers nationally and regionally known comedians, provides
a home for Jamestown’s improv group and trains young comics.

Jamestown is the perfect community for a good brew pub, a beer
festival and or workshops on brewing your own beer. Bring
something totally new to the region with a pub where you serve
yourself at your table. The Pilsner Unique Bar is a European franchise
featuring bar tables where patrons pull their own pints. Electronic
display tallies the total pints for the table, reducing the need for staff
and reducing wait time for patrons. In addition, technology connects
the pub to other franchises allowing barflies to offer friendly
challenges. Unique Bar also offers workshops on pulling your own
beer. By day, Unique Bar is a coffee shop and restaurant with WiFi.
http://www.thepubworld.com/
Springwise.com photos

A similar concept is in use at The Baggot Inn in Dublin, where patrons
swipe their credit cards and serve themselves.
http://www.thebaggotinn.ie/

Establish a Jamestown Beer School offering a closer look at beer from
around the world and how to brew beer at home. For a look at
classes offered at the Philly Beer School, check out their website.
Their beer 101 class has been featured on CBS News.
http://www.vinology.com/beer.php

Honor Jamestown’s working class tradition with the addition of an
entertainment/educational experience like no other – learning to
operate heavy machinery. In Germany, a different kind of
174 of 195
entertainment complex allows people to get in touch with their inner
construction worker by getting down and dirty playing with
excavators, wheel loaders, Caterpillars, 4-wheelers, Jeeps and more.
The park is located in an old factory and offers 18 different stations
with activities such as picking up and moving huge stones, leveling
ground with a bulldozer, off-road riding on a 4-wheeler and Jeep
obstacle course. Participants must be 18 and admission is limited in
order to minimize waiting time.
http://www.maennerspielplatz.de/
http://www.youtube.com/user/Maennerspielplatz#p/a/u/2/MDp10-_wNZ0
Springwise.com photos

Recognize Jamestown’s furniture making history with a furniture
museum that presents the history of furniture manufacturing (both
wood and metal) and offers experiential workshops and
demonstrations, furniture as art and an artist in residence. For ideas
regarding what the museum might include, consider the Corning
Museum of Glass. Extend the experience by developing a
concentrated area downtown containing art spaces and a co-op
gallery focused on furniture design, building and restoration
http://www.cmog.org/

Solidify your position as a central hub by recruiting a quality outdoor
outfitter to provide gear and clothing for all outdoor activities in the
region. Your outfitter should also serve a link to experts like fishing
guides, naturalist guides for bird watching, private ski instructors, boat
rentals and so forth. Consider adding the brand to outdoor gear like
canteens or binoculars.
Responsibility: BMM, Attractors, MJP
Priority: 1 for establishing connections; 3 for new attractions
Costs: Minimal if campaign is conducted by email.
175 of 195
2. Establish Jamestown as THE center of life-enhancing learning opportunities in
Chautauqua County
 Jamestown Attractors and organizations already present a wide selection of workshops,
lectures and other learning opportunities throughout the year. Inventory and
summarize those options on your tourism hub page in both a descriptive and a calendar
format. Share the list with the CVB so that they can include the Jamestown
opportunities under their ―Learning‖ tab on the CVB website. While Audubon Center,
Fenton History Center and Robert H. Jackson are listed on the tab, their specific classes
and programs are not listed individually as are many Chautauqua programs (and RTPI
and Lucy-Desi are currently not listed at all). Get organized and claim your share of the
learning market. After inventorying all of your current learning assets, consider what
can be added to broaden or deepen your reach. Here are a few ideas:
o Career counseling and workshops
o Host a trade show for learning games such as Gravity HD, Egghead, Einstein
Kids, etc.
o Package a seminar on using humor at work and for effective workplace teaching and
training. Approach author and speaker Doni Tamblyn as one of the workshop
presenters. Partner with Lucy-Desi to produce the event. Present the book as a
premium item with a personalized, humorous inscription for corporate VIPs or
Economic Development prospects that come to Jamestown.
o Present workshops on art and laughter therapy. How and why they work, and what
kinds of careers are available.
o For meetings booked at Jamestown venues, offer a meeting packages with a
humorous side. Keynote speakers that are good comedians, performing mimes for
refreshment breaks, and short sessions on humor in the workplace.
176 of 195
o Take a page from the Folk School tradition of the United States. Adapt an old
church, school or farm for the year-round study of the region’s arts, crafts,
storytelling, and music traditions. Folk school classes are down to earth and rooted
in tradition. Involve all of the Attractors in providing programming and instructors
for the school. For examples of folk schools, visit:
https://www.folkschool.org/
http://www.philadelphiacommunityfarm.org/cedarbend.htm
o Organize quarterly (or monthly) one-day skillshare workshops covering a wide array
of subjects. Call the program the Live and Learn Institute. Workshop topics might
range from furniture making to stand-up comedy to bird calling to HTML
programming to social media to reverse decoupage and are presented by local
people with a passion for their topic. Reach out to college students and solicit their
participation as instructors and participants. Attendees are encouraged to propose
and then teach future course to keep the learning going.
o Create a Jamestown 101 Expert certification program. Many communities offer
―Universities‖ or Leadership Programs featuring a series of seminars or
presentations on the operations and assets of the community. Brainstorm a list of
topics that residents should be informed about – local government planning,
Neighborhood Revitalization, recycling and sustainability, volunteer opportunities,
local Attractors, the financial impact of tourism, etc. For every unit a resident
completes (by attending in person, or completing on-line) award points toward
Certification. Those who complete the entire program become Certified Experts
and receive a desirable prize (tickets to a local event or a pass to all the Attractors).
Priority: 1 for discussion and planning, 2 for implementation
Costs: TBD based on type of program. Seek sponsorship and grant funding.
177 of 195
OBJECTIVE XII
Improve external image of Jamestown
Situation:
A major part of motivating outsiders to take a closer look at Jamestown will need to be a
planned, proactive effort to change Jamestown’s external image. A lot of really great things are
happening in the community. Don’t miss a single opportunity to let the world know about
them. Remember, the key is to be proactive with positive news rather than being reactive to
negative news.
 Tactics
1. Contract with a part-time public relations writer

Jamestown needs to embark on a public relations campaign focusing on all the aspects
that make the community up close and wonderful. It is not realistic to expect the Brand
and Marketing Manager to manage brand implementation and conduct an aggressive
public relations campaign. Ideally, you would contract with a public relations
professional/writer to manage this initiative. However, if funding does not allow for a
full-time position, contract with a part-time public relations writer under the supervision
of the Brand and Marketing Manager. It may also be possible for a Marketing Council
representative with good media relationships to assume these responsibilities.

This would be an excellent position for a recent graduate of Jamestown Community
College or SUNY Fredonia
Responsibility: Brand and Marketing Manager
Priority: 1
Timing: 3-6 months
Cost: $5,000 and up for a part-time public relations consultant.
2. Create a media plan for communicating to the media about Jamestown’s
wonderful assets

The Brand and Marketing Manager and/or PR Coordinator should serve as the primary
source of contact for brand messaging and communications about the City. This
centralized approach will help you control the brand message and helps guarantee that
the story you want to see in the paper is actually the story that runs in the paper.

Develop a series of talking points and graphics to use for every brand-related encounter
with the media. Remember to emphasize the ideas of creativity, learning, experiencing,
laughter, accessibility and discovery. Great things are right under your nose in
Jamestown.
178 of 195

Use the following mediums for distributing information about the brand:
o
o
o
o
o
o
o
o

News releases: electronic and paper
Fact sheets
Media advisories
News conferences
Tours (architecture media tour or sustainability media tour)
Roundtables
Briefings
Special events
Seek coverage for positive activities associated with the brand such as new events,
awards, new signage, etc.
Responsibility: Brand and Marketing Manager, public relations professional
Priority: 1
Timing: Immediately
Cost: Minimal hard costs to develop plan.
3. Develop a comprehensive editorial calendar

During a Market Jamestown Partnership meeting, survey all the members on what they
feel are important stories that support the ideas of Up Close and Wonderful.

As you develop your story ideas, work with your PR consultant to find unique angles
that make the stories special.

Divide stories into calendar months. Remember publication lead times. Submit event
article ideas giving writers enough time to publish prior to the event. This is your
general editorial calendar.

Next clump story ideas according to topic. For example, history, art and culture,
comedy and humor, international law, sustainability, nature and outdoors, your status as
a hub locations, young entrepreneurs and innovators, food and restaurants, outdoor
activities, tourism and so on. These are customized editorial calendars.
Responsibility: BMM, MJP, public relations consultant
Priority: 1
Timing: 3-8 months
Cost: Minimal.
179 of 195
4. Develop an electronic media kit

In addition to the editorial calendar, put together a comprehensive photo library that
media can use to support their stories. Categorize photographs by topic. Make sure to
include information about the photographers and the topic of each photo.

Place editorial calendars and photographs on a disc. Stamp the disc with the Jamestown
logo and line for distribution to media.

Just as you did with the general editorial calendar, cull down general pictures and to
create customized media kits for special events and initiatives.
Responsibility: BMM, photographers, public relations consultant
Priority: 1
Timing: 3-8 months
Cost: $50 -$100 for CD’s or thumb drives (depends on final size of your media list).
5. Develop a general and customized media list

Work with your PR consultant to develop both general and customized media lists. The
general list should include local, regional and national newspapers and television stations,
relevant regional and national magazines, online publications, etc.

Customized lists should be created according to topic. For instance, for the Fenton
History Center activities create a list of history, architecture and education editors at
newspapers and magazines, Civil War magazines and publications, history travel editors,
etc. Don’t forget organizations like the American Civil War Society and top websites.

Send general editorial calendars to feature writers at general interest publications. Send
custom editorial calendars to specialty writers at relevant media lists.

Make sure that all public relations templates – whether sent electronically or through
the mail – include the new Jamestown logo and strapline.

Follow up every package sent with one or more personal phone calls.

In the future, correspondence will be primarily electronic, but initial distribution of discs
containing media kits will be via the mail.
Responsibility: BMM, public relations consultant
Priority: 1
Timing: 3-8 months
Cost: Minimal
180 of 195
6. Send branded merchandise to key writers

Working with your PR consultant, determine which media is most important to
furthering the Jamestown message.

Include a relevant and appropriate merchandise item when you send them the
electronic media kit -- perhaps your brand binoculars or magnifying glass.

Remember to send all correspondence on branded letterhead. Direct media to the
Brand and Marketing Manager for more information.
Priority: 2
Timing: 3-8 months
Cost: TBD based on premium item selected.
7. Send out regular releases

In addition to the editorial calendar comprising suggestions for stories that could be
written, select certain topics on which to write press releases.

Focus on those topics that are most critical to the promotion of Jamestown including
the Neighborhood Revitalization, new learning opportunities, tournaments and concerts
at the Ice Arena, anniversaries and important special events at the Attractors, and
downtown promotions and new tenants/redevelopment. For instance, be sure to send
out a release in plenty of time for feature magazines to cover the celebration for Lucy’s
100th birthday at the Lucy-Desi Center. Include information on their new broader
mission. Have your PR writer develop these releases in accordance with the editorial
calendar. Send releases electronically to appropriate media, organizations and websites.

Follow up the mailing of every release with a personal phone call.
Priority: 1
Timing: Ongoing according to editorial calendar
Cost: Minimal hard costs.
8. Invite area media to major events

Make sure that media are invited to all of your major community events. This might be
the kick-off of the Neighborhood Revitalization Plan, the ribbon-cutting for the train
station, the Lucy birthday celebration or other major events. Develop a list of media
you would like to see attend these events.
181 of 195

Send these select media personalized invitations along with a relevant branded gift.
Include an itinerary of events the reporter or writer can expect to participate in while in
Jamestown. Make sure your chosen media has comfortable lodging.

Make sure to promote these events according to the editorial calendars of the
publication placement you are seeking. For example, the lead time on a
magazine may be up to six months. Plan ahead for coverage of major events. You want
as much advance coverage and well as post-coverage as you can get.
Priority: 2
Timing: according to event schedules
Cost: Food (and lodging for regional, state or national media). Premium items, if desired.
9. Partner with Patch

Patch is a for-profit company that helps small to mid-sized communities like Jamestown
who are often neglected by the media. Using the Patch website, the company sets up
small newspapers that focus on ―hyperlocal‖ content by city. A secondary function is to
provide an online directory of businesses in each city because they feel that the Yellow
Pages are not an accurate or adequate forum for this information.

Currently, the majority of the communities Patch has partnered with are wealthier,
boutique cities and towns. However, the company is starting a charitable branch that
will serve struggling communities across the nation. Their plan is to reinvest any profits
back into the community being served.

According to Patch representatives, the more a community writes and contacts Patch
requesting their help and services, the more likely the company is to set up shop there.
They are looking for communities that are going to be active and likely to read a
newspaper of this sort.

Keeping that in mind, start a community-wide electronic letter writing campaign seeking
a partnership with Patch. Start with Market Jamestown Partnership and work out to
stakeholders, business leaders, students, churches, etc. Check it out at www.patch.com.
Priority: 3
Cost: None.
182 of 195
TIMEFRAME FOR COMPLETION
North Star recognizes the tremendous volume of work presented in the BrandMAP. While
this document represents our optimal plan for implementing the brand, we are well aware of
today’s economic and staffing realities within government agencies, non-profits and their
affiliated organizations. Do not be overwhelmed by the scope of these recommendations. This
plan presents a variety of tactical options for each of the stated objectives. This variety allows
the brand drivers to select the approach that works best for Jamestown and its corporate
partners. Moreover, many of these tactics represent long-term planning.
An important note: The priority system for objectives differentiates between short-term and
long-term tactics, Priority 1 goals should be met in Year 1 and Year 2 in order to ensure
success and keep the brand momentum going. Recognizing that there is currently a single, finite
brand funding source, we have limited our list of ―must do‖ items. While these activities will
scratch the surface, the ultimate impact of the brand will be dependent on a financial
partnership with the private sector partners Jamestown and on diligent pursuit of additional
grant monies.
Also, keep in mind that certain tactics such as public rollouts of the brand to residents or
businesses are not included on these ―must-do‖ lists. They are not deemed absolutely
necessary in any brand implementation project, nor are they necessarily advisable in the current
economic downturn. It is entirely possible to effectively implement your brand without ever
holding a public rollout.
Finally, North Star recognizes that the following two-year schedule is very aggressive. It may be
that it will take two years to complete Year 1 priorities and two more years to complete Year
2 priorities. Consider the following list a guide to the tactics that should be tackled first. But
don’t panic if they are not completed within the designated year. Language such as ―start
discussions‖ means exactly that. Start talking about how you are going to accomplish this task.
Start the ball rolling, get people thinking and discussing. Forward progress does not necessarily
require completion of the task during the designated year.
183 of 195
At the end of Year One, Jamestown should have completed the following tasks to get the
brand off on the right foot:
Brand structure and organization
 Considered the benefits of centralizing Attractor communication functions
 Assigned responsibility for the brand to a single position and provided resources to
support that responsibility (Brand and Marketing Manager)
 Selected, trained the Brand Management Team
 Considered contracting with an advertising agency and local photographer
Brand funding
 Established the Market Jamestown Partnership and begun securing additional financial
commitments from the private sector
 Assigned responsibility for sourcing potential additional grant funding
Brand marketing/communication materials
 Created a media plan for the brand and for Jamestown
 Developed a brand presentation
 Created custom logos for departments/organizations that need them
 Initiated branding and updating City/Attractor (and affiliated organizations) existing
publications and websites
 Initiated development of a portal website
 Integrated graphics, vocabulary and language into Attractor/City programs and
promotions
 Selected and ordered premium items to sell at Gift Shops, and to use as gifts for media,
economic development prospects, Market Jamestown Partnership members, etc.
 Adopted strategy to provide recognition for those who support the brand
 Met with Jamestown stakeholders to present and explain the brand, offered brand art
for performance awards, window signs, and other uses
 Implemented a program to capture residential e-mail addresses and begun publication of
a brand newsletter
 Started discussion of cross-promotion opportunities and program development among
the Attractors
Infrastructure
 Begun plans to integrate brand into wayfinding initiative
 Started development of plan for entry signage into Jamestown area and into downtown
Jamestown
 Created or revamped signage on top priority City/Attractor facilities, parks, athletic
fields and downtown area
 Developed a pole banner program for major arteries into Jamestown and for downtown
184 of 195
Jamestown employee awareness
 Rolled-out branded ID materials for City/Attractor employees (business cards, folders,
letterhead, envelopes as re-prints are needed)
 Developed a brand presentation for employees, met with department heads, achieved
buy-in of brand, discussed customized logo needs and prioritized existing programs
where brand can be integrated
 Held Close Up meetings with employees
 Branded employee communications
 Considered implementation of brand-based employee awards
General brand awareness
 Commenced planning to add brand to existing community events
 Developed priorities for a community-wide volunteer/public service project using the
brand strategy as a platform
 Begun discussion of potential new event that would celebrate your heritage and identity
 Designed a strategy to add additional learning elements to existing events and/or add
new learning opportunities
Business awareness/Economic development
 Met with Chamber to discuss co-branding and Chamber services
 Met with local businesses to introduce the brand
 Started creating Economic Development e-mail database for electronic communications
with prospects, current businesses and stakeholders
 Integrated the brand into Economic Development recruitment tools/website, small
business assistance tools
 Integrated the brand into ribbon-cuttings, groundbreakings and construction site signage
 Initiated discussion of tourism as component of Economic Development
 Facilitated discussion of using brand in retail recruitment materials
Downtown Jamestown
 Installed pole banners
 Considered addition of branded fixtures such as park benches and trash receptacles
 Evaluate current downtown events to make sure they are meeting your primary
objectives
 Begun collecting more detailed data about events
 Added elements to downtown events that will create interest and draw people into
stores
 Developed and begun educating downtown retailers on standardized merchant policies
covering issues such as hours, promotions, etc.
 Begun brainstorming cross-promotion ideas among retailers, restaurants and special
events
 Begun discussion of adding interest to downtown through a Jamestown version of
Hometown Heroes or through expanding the mural program
185 of 195



Trained staff and residents to conduct a community assessment. Upgrade maintenance,
add placemaking elements and provide informative plaques for pocket parks and public
art
Developed plan for gathering detailed demographic and business data for downtown
area to use in economic development and retail recruitment
Initiated discussion on developing downtown creative space for entrepreneurs,
and artists
Special issues and initiatives
 Involved the brand in the Neighborhood Revitalization Program
 Initiated discussions on ―beefing up‖ the Arts District with signage and additional gallery
space (possibly with a concentration on the art of furniture)
 Initiated discussion of where economic development contact will be housed in
Jamestown and start collecting information for an effective economic development web
presence
 Begun planning for claiming a role as regional leader in tourism and as the centerpiece of
lifelong learning opportunities
At the end of Year Two, Jamestown should have completed the following tasks:
Brand structure
 Centralized the marketing function for Jamestown attractors
 Considered adding a part-time or contract public relations
Brand funding and partnership
 Signed on additional Market Jamestown Partners to provide a dedicated source
of funding
 Completed a priority list of community-based assets appropriate for the brand (outside
City/Attractors)
 Secured some grant funding for specific projects
Brand Marketing/Communication
 Increased visibility of the brand throughout Jamestown with pole banners, storefront
signs, etc.
 Created an interactive, well designed community web portal with information on
tourism, economic development, City operations, lifestyle, recreation, arts and culture,
and the Attractors
 Added brand logo to golf course signage and other parks signage
 Implemented brand in several existing City programs
Infrastructure
 Implemented brand in a variety of visible ways: custom bike racks, under the ice, on
bandshell, etc.
186 of 195
General brand awareness
 Expanded the residential e-mail database and begun development of an electronic
residential newsletter and begun planning for an Annual Report
 Added at least one additional community event to the brand
 Completed first community public service project
Business awareness/Economic development
 Met with business leaders and encouraged them to incorporate brand
 Branded materials distributed to business prospects and used at construction sites and
ribbon cuttings/groundbreakings
 Updated Economic Development website and marketing materials
 Assembled a comprehensive economic development electronic database and
communicated to them on a regular basis
 Developed some downtown shared office/creative spaces
Downtown
 Implemented standard policies and procedures for downtown merchants
 Conducted workshops for downtown retailers on merchandising and marketing
 Developed calendar of cross-promotions
 Analyzed data on special events and made necessary adjustments
 Integrated brand into DJDC website
 Revamped DJDC economic development information on website to be more
professional and to provide more detailed downtown data
Other Issues
 Considered possibilities for new attractions/additional product in Jamestown
 Established/improved relationships with regional providers such as ski resorts, County
CVB and Chamber, Chautauqua Institute, college students
 Added several learning opportunities
(See Appendix S for spreadsheets detailing timing of tactics.)
187 of 195
EVALUATION
HOW IS THE BRAND PERFORMING?
Evaluation yields new information which may lead to the beginning of a new planning cycle.
Information may be gathered from concept pre-testing, campaign impact in the marketplace and
tracking studies to measure a brand's performance over time.
Ideally, two basic questions will be answered: Have responses to the brand among target
audiences changed in the way the BrandPrint intended? And have these changes resulted in
consumer action that will achieve the desired objectives of the brand? Turnkey or do-it-yourself
programs are recommended depending on the needs of the community.
To begin the process of brand evaluation, North Star has set up a schedule to discuss
Jamestown’s brand progress. This schedule begins immediately after the delivery of your
BrandPrint.



Immediately – North Star recommends that Jamestown focus efforts on growing its
inquiry database for both visitors and business prospects. In addition, the city should
strive to create a resident database of email addresses
Six months – North Star’s Research Director will conduct an assessment call to outline
a plan for measuring brand performance moving forward
One year – Jamestown will be contacted to determine specific measurement goals
including re-measuring awareness and perception of the community amongst intended
audiences.
Building your databases and keeping them current ensures future success measurements can be
calculated. These leads will be the best data start point for future brand evaluation.
As stated above, North Star will consult with the community at the above times to evaluate
your specific needs. Keep in mind that many of the research pieces in your BrandPrint were
created to act as benchmarks by which future improvements can be measured. Based on what
we now know of the community, likely recommendations for success measures at Jamestown’s
one-year mark may include:







Resident and Inquiry Tapestry Profile Who and What Reports update (Community
Tapestry Study)
Economic Opportunity Analysis
Community Brand Barometer
Online Community-wide Survey
Consumer Awareness and Perception Study
Business Development Awareness and Perception Study
Return on Marketing Investment Study.
188 of 195
JAMESTOWN TAPESTRY PROFILE STUDY
Purpose
A Community Tapestry Study is conducted to understand the target audience’s lifestyle in
detail. This includs profiling reports for Jamestown residents, area attraction visitors, overnight
guests and inquiries.
Tapestry represents the fourth generation of market segmentation systems that began 30 years
ago. This powerful tool classifies U.S. neighborhoods by lifestage and lifestyle in addition to
traditional demographics.
The results from the Tapestry studies can be classified into two main reports:

Who Report:
o Profiles the demographic and lifestyle segmentation of the population
o Classifies the population in each of the ways outlined above and indexes the
population under study against national averages

What Report:
o Provides a detailed profile of the core population for 37 separate lifestyle and
media groups in over 2,200 sub-categories
o Each category is indexed against the average U.S. resident to determine whether
a member of the population under study is more or less likely to exhibit the
specific behavior (100 represents the national average)
Key findings from the Community Tapestry reports allow for greater understanding of your
residents and consumer groups. The more you understand about your target audiences, the
better you can target your message to them.
Timing
The Community Tapestry Study should be conducted every one-three years.
189 of 195
ESRI ECONOMIC OPPORTUNITY ANALYSIS
Purpose
The Economic Opportunity Analysis is conducted by the Environmental Systems Research
Institute, Inc. (ESRI) – a national leader in business information systems and analysis.
The information associated with this analysis, including data on Jamestown and select
competitive markets, enable data driven decision making and provide supporting evidence for
attracting investment into the community.
The results from the Economic Opportunity Analysis can be classified into four main reports:




Market Profile:
o Economic statistics, demographics and consumer spending data
Business Summary:
o Information on supply in a community. Lists numbers of businesses and
employees by industry sector
Retail Goods and Services Expenditures
o Information on a community’s demand. Gives demographic data and lists
consumer expenditures by household and sector
Retail Marketplace Profile:
o Compares demand with supply within a community.
Key findings from Economic Opportunity Analysis allow for clearer economic picture of your
community. Combined with your community’s resident Tapestry What Report, you can
pinpoint underserved sectors where your community is not meeting demand, and crossreference those with the activities and habits of your resident base.
Timing
The Economic Opportunity Analysis should be conducted every one-three years.
190 of 195
JAMESTOWN COMMUNITY BRAND BAROMETER
Purpose
The Community Brand Barometer TM measures strength of the Jamestown brand according to:
 Resident satisfaction/advocacy with the brand as a place to live, work and play
 Brand satisfaction/advocacy relative to the nation.
The methodology for the Brand Barometer has been carefully developed and determined to be
statistically significant. Participants answer three questions:



Would you recommend living in Jamestown to a friend or colleague?
Would you recommend traveling to Jamestown to a friend or colleague?
Would you recommend conducting business in Jamestown to a friend or colleague?
More information about the study has been provided in Appendix U.
Resident advocacy is one of the strongest measures of brand success. Successful brand
implementation will energize the resident base, making them more likely to recommend their
community to others.
Timing
The Community Brand Barometer should be conducted annually. The first Brand Barometer
should be conducted no sooner than one year from brand launch (when there is visible
implementation of your brand in the community).
191 of 195
JAMESTOWN ONLINE COMMUNITY-WIDE SURVEY
Purpose
The purpose of the Online Community-wide Survey is to gain a quantitative measure of the
community’s perceptions of Jamestown.
This quantitative survey is fielded online and is open to all residents of the community. The
study measures the following:
 Overall top-of-mind perceptions of Jamestown
 Strengths and weaknesses of Jamestown
 Resident suggestions on what is missing from Jamestown
 Measurements of Jamestown quality of life indicators.
Positive resident perceptions are a strong indicator of brand success. Successful brand
implementation will energize the resident base, making them more likely think of the
community in a positive light.
Timing
The Online Community-wide Survey should be conducted annually. The first survey should be
conducted no sooner than one year from brand launch (when there is visible implementation of
your brand in the community).
192 of 195
CONSUMER AWARENESS AND PERCEPTION STUDY (CAP STUDY)
Purpose
The purpose of this study is to gain insight into consumer awareness, visitation and perceptions
of Jamestown.
This quantitative survey is fielded online outside of Jamestown’s city limits in order to obtain an
outsider’s perspective. The survey measures:







Overall top-of-mind perceptions of Jamestown and immediate competitors
Consumer visitation trends (frequency and nature of visitation)
Consumer visitation drivers (business, leisure, friends and family)
Strengths and weaknesses of Jamestown identified within community attributes
Consumer suggestions on what is missing from Jamestown
Measurements of Jamestown delivery of hospitality
Measurements of Jamestown quality of life indicators
More information about the study has been provided in Appendix V.
Timing
The CAP Study should be conducted annually. The first survey should be conducted no sooner
than one year from brand launch (when there is visible implementation of your brand in the
community).
193 of 195
BUSINESS AWARENESS AND DEVELOPMENT STUDY (BDAP STUDY)
Purpose
The purpose of this study is to gain insight into how business leaders in the region make site
selection decisions. It also tests consumer awareness, visitation and perceptions of Jamestown.
This quantitative survey is fielded online outside of Jamestown’s city limits in order to obtain an
outsider’s perspective. The survey measures:






Behavior and decision patterns of consumers (prospective businesses)
Overall top-of-mind perceptions of Jamestown and immediate competitors
Consumer visitation trends (frequency and nature of visitation)
Consumer visitation drivers (business, leisure, friends and family)
Measurements of Jamestown business attributes
Measurements of Jamestown quality of life indicators
Timing
The BDAP Study should be conducted annually. The first survey should be conducted no
sooner than one year from brand launch (when there is visible implementation of your brand in
the community).
194 of 195
JAMESTOWN RETURN ON MARKETING INVESTMENT STUDY
Purpose
The Return on Marketing Investment (ROI) Study measures how well you convert visitor
inquiries into actual visits. The findings from this study will help refine the media plan and
communications in order to ensure media efficiency.
Methodology
The ROI Study is a quantitative methodology which acts as a report card to evaluate Return on
Investment (ROI) for advertising efforts. An online survey will be sent out to a database of
inquiry email records gathered by the Jamestown Tourism Department. Specifically, the survey
will measure:
 Consumer views about the new brand and ads
 Advertising and brand recall
 Reactions to the new brand
 Advertising conversion to visitation
 Why consumers have NOT visited
 Community perceptions
 Changes in perception brought about by advertising and the new brand
 Visitation expenditures
 Visitation primary purpose and other activities
 Lodging choice
 Length of stay
 ROI report card calculation.
Timing
The ROI Study should be conducted annually. The first survey should be conducted no sooner
than one year from the release of visitor-targeted marketing materials (e.g. Visitors Guides,
visitor-targeted mailings, maps, etc.)
195 of 195

Jamestown BrandPrint

Transcription

Similar documents

9.15.14 Footwearnews.com

Web Services - Deep Fried Productions

12 - Super Brands

BSC История на марките

Downloads - The Travel Store

Media Kit 2016 - Radio Zindagi

Jamestown Questions and answers

Migrolino Meals on Wheels Brand and communication

Jamestown Classic Car Club “RUMBLER”

How To Measure For Replacement Vertical Blind Slats